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According to Berher, “Feedback is a message that indicates the understanding or agreement between two or more communicators in response to an original message. To be effective, communication process should involve the element of feedback also. Feedback is essential as it decreases the potential and probability of distortion between the intended and the received message. One-way communication process will not have any feedback but a two-way communication will have feedback. Feedback loop provides a channel for the receiver’s response which enables the communicator to determine whether the message received is exactly same as the message sent.
Feedback may be direct or indirect. Direct feedback is possible through face-to-face verbal exchanges between subordinates and the manager (subordinates may indicate their discontent or misunderstanding either verbally. Or by face expressions); indirect feedback may be in terms of actual results – increase or decrease in productivity, increased or decreased absenteeism, and turnover, lack of coordination between different work units etc. Feedback provides a kind of check to see how successfully the message is transmitted and interpreted by the receiver. The various functions of feedback in the communication process are as follows:
1. Feedback helps in evaluation of what is right and what is wrong in a particular communication.
2. Feedback enables the communicator or the sender of the original message, know whether the audience is interested in the subject-matter or not.
3. Feedback helps in reinforcing, giving rewards or punishments.
Feedback may be a formal or an informal appraisal process. Telling people about their performance may bring us on a difficult ground. As the feedback is to be phrased, we should be conscious enough to exercise a restraint. A word out of place may offend a person. Therefore, we should know how to phrase the feedback. So that it turns out to have a positive impact. Our feedback should not generate tit an ill feeling. A proper observation of performance is required for a proper feedback.
Feedback should be based on facts and it should be phrased giving the factual details. However, where there is a formal system of giving feedback, it is given as a routine appraisal. Sometimes, on exigencies, it is given to effect improvement in the performance. It must also state what standards it aims at by giving that to a person. The essential characteristics of feedback are explained below:
1. Personal Element: Feedback is based on one’s personal evaluation. It may vary from person to person. It is also the evaluation of a person and hence related to a person. The feedback talks about the task but it is attributed to person which may sometimes even range from phrasing and framing personal allegations to name-calling. Sometimes, people may be directly critical about a person. However, the feedback could be converted in to a positive proposal.
2. Observation: Feedback is based on the observation of the performance of a person. Therefore, feedback should depict the factual position. Sometimes feedback is very general in nature. It indicates how we have observed one’s performance. Proper feedback is based on actual situation rather than on general observation. We should comment on only those that we see. In making an observation we should not be prejudiced. We should also try to see the good points in the people and their work.
3. Detailed and Specific: Feedback with detailed description of the event indicates an approach concentrating on facts. Such kind of feedback leads to improvement. Unless feedback is made specific about the lapses in the manner or the methodology or even a personal trait pertaining to particular area, the improvement cannot take place. Detailed and object-specific feedback becomes productive.
4. Tone: The tone of the feedback is very important. It could be positive or negative. It could be general or specific. Sometimes, it is formal while at other times, it is informal. A sincere and critical feedback related to a specific area of the task or the manner of performance becomes very effective for improvement. Solely critical comments are not relished unless they are constructive. How the feedback is delivered has a lot of significance in its expected and resultant consequence. A careless attitude may also affect the performance unnaturally.
5. Approach: The best kind of approach of giving feedback is to facilitate a self-critique. By asking appropriate open-ended questions we can get the other person give the feedback. If the message is given by him or her in the form of a self-evaluation, we have succeeded in delivering the feedback in the most effective manner. The approach in feedback should be supportive and constructive.
In modern organisation, feedback is essential to serve the following purposes:
1. To provide information about the work to be done.
2. To facilitate understanding of organisational goals by the lower levels.
3. To tell the subordinates about their performance.
4. To give specific directives to the subordinates.
5. To give information about organizational procedures and practices.
Feedback, when promptly communicated, can lead to the following effects:
1. Feedback results in improving the accuracy or understanding’, i.e., it assures the communicator that his message has been completely understood by the receiver.
2. Feedback results in creating an image of self in the eyes of the sender of the original message. He is then able to correct himself wherever required.
3. Feedback affects the performance. Improved performance results from improved self-image and vice-versa.
4. Feedback affects the attitude of the communicate. If the feedback is positive it shall result in increase in favourable attitude whereas if it is negative it shall result in decrease in favourable attitude.
There may be four types of feedback as explained below:
1. Self-Feedback: Self-feedback applies to the words and actions that are fed back in to one’s central nervous system as he perceives his own muscular movements and hears himself speak. Suddenly realising that the speech is loud in a library or feeling the twist of tongue on mispronunciation are few examples of self-feedback.
2. Listener’s Feedback: Listener’s feedback may be verbal or non-verbal. The verbal feedback involves verbal responses and may take the forms of questions or comments. Non-verbal feedback, on the other hand, may be transmitted by applause or laughter, indicating approval, or a blank stare, indicating disinterest or confusion.
3. Positive Feedback: A feedback is said to be positive when it is given promptly and with interest in the subject matter. In other words, positive feedback refers to a response, which is correctly perceived with the acceptance of reality. Under such type of feedback the sender agrees to the subject-matter of the original message.
4. Negative Feedback: A feedback is said to be negative when it shows. Some resistance and unwillingness in acceptance of the original message. Under such type of feedback the sender does not agree to the subject matter of the original message. A negative feedback is generally not acceptable to managers.
The significance of communication in business arises from the following factors:
1. Confirmation of Transmission: The main purpose of communication is to transmit some information from one person to another. If the person to whom the communication was sent, sends his feedback, the sender can become sure about the transmission of the message.
2. Seeking Solutions to Problem: Feedback helps the managers to obtain suggestions and viewpoints of their peer, superior and subordinates on various problems. The problem, hence, gets solved out easily.
3. Identification of Change Required: Feedback often helps managers to locate sensitive areas of work where changes are required. The managers, thus, are more conversant with the organisational needs and can work accordingly.
4. Better Understanding: Feedback ensures purpose of understanding on important issues among the individuals and groups in the organisation. This would lead to an atmosphere of natural trust, confidence and co-operation in the organisation.
5. Better Planning: Feedback helps the managers know as to what the subordinates are doing. It highlights their work, achievements, progress and future job plans. This implies better planning for the future on their part.
6. Overall Coordination: Communication aims at providing coordination in the functioning of an organisation. Once the expected feedback is received on some communication, it implies all round co-ordination with in the organisation and thus results in smooth and efficient operations.
7. Psychological Satisfaction: When the employees are given a chance to give their feedback on the communication, they feel elated in expressing their reactions. This results in providing satisfaction to the employees and fulfil their psychological needs.
8. Higher Productivity: When the employees are encouraged to give their feedback and talk with their peer and superiors, they get a chance to release emotional tensions. This results in their better concentration on work, implying better productivity.
9. Development of Employees: Communication aims at providing information to the employees on organisational policies and procedures. The role of feedback would make the employees give their reactions on the policies ad procedures and also seek clarifications from the management. This would develop their faculties.
While giving feedback, the person who is giving feedback should know to what extent that feedback is going to be useful to the person receiving it. Before giving feedback one should phrase it properly so that it does not turn out to be offensive. It is also necessary that before giving feedback to someone. It must be found out whether that person is ready to receive the feedback or not. The feedback should go to him or her as a positive proposal aiming at its acceptability and follow-up for the anticipated improvement in future.
Some of the important tips for developing feedback skills are given below:
1. Observation without Judgement: We should try to make feedback descriptive with frankness, sincerity and clarity. We should not try to be evaluative. We should describe our observations without making judgements showing our leanings or intentions towards the facts, being good or bad. We should leave the assessment to the individuals. The very description may turn out to be an intelligent feedback.
2. Concentration of Specificity: Our feedback should not only be factual but point-specific. It should not be a general assessment or description. It should be issue-specific. This kind of feedback becomes easier for someone to relate to rather than his or her response to general statements.
3. Developing Positive and Constructive Attitude: We should try to be constructive in our feedback to have positive results. Negative statements may offend people. We should not tell people what they should not do but help them indirectly to find out themselves what is to be done. If we say what has gone wrong will not effect any improvement; in order to look for the areas of improvement we should exercise conversation control.
4. Indicating the Ways to Improve: We should explain and emphasise the practical purpose of the feedback and also say it that if properly followed the receiver may benefit from it. Unless the receiver is convinced of the ways of improvement indicated by us, it is futile to comment on his or her performance. Our feedback should suggest specific areas where improvements are required and how the improvements will be under the control of the recipient.
5. Generating a Feel for Receiving Feedback: We should not impose our feedback on someone. In fact, unless our feedback is asked for, it should not be given. Although we cannot stick to this in reality as it is necessary in order to draw people’s attention to the areas where improvements are required. If the person does not like to receive the feedback, he or she should be clearly told why the feedback is given to him or her.
6. Proper Timing of Feedback: The feedback should be timed properly. Where required we should explain taking time, the necessity of feedback. Feedback is not saying a few quick words to someone in a corridor or in toilet to improve his or her performance. We should also judge when someone is in a mood to receive feedback.
7. Feedback for Agreement: Feedback should not create differences. Feedback should be so phrased that everything is clarified and there is a resultant agreement between the recipient and the giver of feedback.
1. Specific Purpose: The basic characteristic of feedback is that it is directed towards improving job performance and making an employee a more valuable asset. Effective feedback, thus, is directed towards the performance aspects of the job.
2. Descriptive: Effective feedback can be characterized as descriptive rather than evaluative. It tells the sender as what has been in objective terms rather than presenting a value judgement.
3. Usefulness: Feedback aims at supplying information so that the performance can be improved. If the feedback is not capable of correcting or improving the performance, it is not worth mentioning.
4. Clarity: Feedback should be capable of being clearly understood by the recipients.
5. Timeliness: Effective feedback is always timely. As a rule, the more prompt the feedback, the better it is. Timely feedback provides a better chance for improvement to the sender of the original message.
You should not try to be aggressive to someone who gives you feedback. Person who is very critical about your performance at worst makes you defensive. Infact, you should be positive an sportive enough to receive your criticism.
Following are some guidelines for the recipients of feedback:
1. You should take criticism as advice.
2. You should make a precise and accurate summary of the criticism.
3. You should show your readiness and inquisitiveness to learn about other person’s feedback about you.
4. You should take the feedback in problem-solving way and instead of getting angry, you should smile at the mentioning of the appropriate point of our criticism.
5. You should seek from the person giving feedback his or her suggestions regarding the ways and means of improvement.
6. You must express your gratitude to the person who has found time to find out good and bad points of your working impartially and objectively.
7. You should start improving in the areas and issues where improvements are required.
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