1. COMM 122: Micro/Macro Organizational Communication Lecture 7a 11/09/09
Dave Seibold
Professor, Department of Communication
Division of Social Sciences (L&S)
Co-Director, Graduate Program in Management Practice
Technology Management Program (CoE)

2. Review Lecture 6a: Assimilation
1. Socialization vs Assimilation
2. Stages of Assimilation
3. Information Seeking Tactics
Myers & Oetzel Model
5. Exit Stage (& Findings)

3. Review Lecture 6b: Power
1. Definition
2. Assumptions
3. Sources of Power
4. Gaining Power in Organizations

4. Preview 7a: Feedback & Motivation
1. Definition of Feedback
2. Levels of Feedback
3. Goals/Functions of Feedback
4. Dimensions of Feedback (& Findings)
5. Findings re: Supervisors’ Feedback
6 Effects on Motivation (Expectancy Theory)
7. Constructive Negative Feedback

5. Feedback 1. DEFINITION Message(s) conveyed to receiver(s) concerning
individual or group performance.

6. Feedback 2. Levels
1. Impersonal
2. Dyadic
3. Group

7. Feedback 3. Goals/Functions
1. Reward (reinforce previous acts)
2. Cue (indicate correct response to an expectation)
3. Motivate (increase perceived value of successful performance)
4. Regulate (keep goal-oriented behaviors on course)
5. Learning (teach appropriate behavior)

8. Feedback 4. Dimensions (& Findings)
1. Sign/Valence
2. Timeliness
3. Specificity
4. Frequency
5. Usefulness/Utility

9. Feedback 5. Supervisors’ Feedback
Positive feedback (from supervisors)
serves as an incentive
enhances recipient’s competence
increases job motivation (interest in the task &enjoyment of the activity)

10. Feedback 5. Supervisors’ Feedback (con’t)
Negative feedback difficult to deliver (by supervisors)
reluctant to give when it directly concerns the recipient
distort it by ‘softening’
give fewer negative comments (1 or 2 issues)
but more specific about each
delay it, and give less frequently

11. Feedback 5. Effects on Motivation
Expectancy Theory (4 Components)
Effort = Ability?
Effort + Ability = Expected Results?
Expected Results = Valued Outcomes?

12. Feedback 5. The Question(S) of Motivation
Q1: What is the likelihood that if I try to achieve high performance, that I can?
Does Try = Can?
Q2: What is the likelihood, even if I perform well, that stated/promised results will occur?
Does Can + Try = ∑ Results?
Q3: How valuable are these results associated with high performance?
Do Results ≈ Value?

13. 6. Giving Constructive Negative Feedback
Mulac, A., Tiyaamornwong, V., & Seibold, D. R. (1999, May). Constructive criticisms of co-workers by male and female managers and professionals: Strategies and outcomes. Paper presented at the meeting of the International Communication Association. San Francisco.
1. Contextualization (95%)
2. Statement of Problem (89%)
3. Acknowledgment of Other Person (76%)
4. Acknowledgment of Other’s Well-Being (16%)
5. Expression of Criticizer’s Own Feelings (38%)
6. Expression of Gratitude by Criticizer (27%)
7. Suggestion for Change (81%)
8. Provision of Reasons for Change (48%)
9. Offer of Assistance with Change (35%
10. Consideration of Privacy (24%)
11. Solicitation of Feedback (44%)
12. Positive Beginning/Ending (20%)
13. Negative Language/Tone (6%)
14. Non-relevant Comments (12%)

14. 6. Constructive Criticism: Key Components
2. Statement of Problem (89%) Describe
5. Expression of Criticizer’s Own Feelings (38%) Explain
7. Suggestion for Change (81%) Specify
8. Provision of Reasons for Change (48%) Benefits
11. Solicitation of Feedback (44%) Ok?

15. 5 Components of Constructive Criticism: DESBO
Component 1. When you _(Describe other’s behavior)__________________________
______________________________________________________________________
Component 2. I feel ____(Explain how other’s actions affected you)________________
Component 3. and I would like you to ___(Specify behavior you wish other to perform)_
Component 4. because _____(offer reason for/Benefits of behavior you seek)_________
Component 5. Okay? (Check other’s response. Be prepared to repeat Steps 1-4 with
greater specificity and/or to accept other suggestions.)

16. Giving Constructive Criticism: Exercise
GIVING CRITICISM EXERCISE
Instructions: Think of a situation in which you may have to criticize or give negative feedback to someone with whom you work. It can be any situation from someone staying on coffee breaks too long, to a major task breakdown that should not have occurred. The more important this situation is to you the more useful this exercise will be. If you cannot think of a situation in the future, then think of one you’ve faced in the past. Now write down the essential elements of the situation below. Then, using the "formula" on the preceding page, write out how you will communicate the criticism.
Problem Situation:
Share the situation with your partner.
Think of a feedback message about the situation that would be totally ineffective. After you’ve thought about it, try it out on your partner.
Now, think of a feedback message in which you try to be effective. Remember, be specific - focus on behaviors, tell how you feel about the behaviors, check it out. Try this message out on your partner.
Discuss the differences in the messages and what got communicated. Share with each other how the second messages may be improved even further.

17. Implications for Coworkers’ and Supervisors’ Feedback
DIMENSIONS OF FEEDBACK
1. Sign/Valence
2. Timeliness
3. Specificity
4. Frequency
5. Usefulness/Utility
Constructive Criticism: Dimensions 1,5

18. Implications for Supervisors’ Feedback
HOW TO PROVIDE NEGATIVE FEEDBACK -- CONSTRUCTIVELY
1. Do it immediately
2. Do it in private
3. Ask permission to give feedback
4. Indicate your intentions
5. Be specific (focus on behaviors/performance, not attitudes/personality)
6. Focus on most important problems/issues
7. Indicate how you feel about the behavior/performance and how it affects the team or work group
8. Check out your message (understand? feelings about your criticism?)
9. Tell specifically what to do in the future, and set date for rechecking
10. Tell how much you value him/her (but not satisfied with behavior)

19. Review of 7a: Feedback & Motivation
1. Definition of Feedback
2. Levels of Feedback
3. Goals/Functions of Feedback
4. Dimensions of Feedback (& Findings)
5. Findings re: Supervisors’ Feedback
6 Motivation (Expectancy Theory)
7. Constructive Negative Feedback (DESBO)