PowerPoint Presentation
Supportive Feedback
Johari WindowJoseph Luft and Harrington Ingham I can learn more
about my blind areaI can expose and share the hidden areaI can
explore my area of unknown activity
FeedbackOpening up
Fundamental attribution errorSelf-serving bias Halo effectFalse
consensus biasCognitive dissonanceProjectionConfirmation biasIn
group Out group bias
Cognitive biases are psychological phenomena that distort our
perceptions, memory, or judgment. When success depends on accurate
perception, evaluation, or recollection of what's around us,
distortions can lead to erroneous results that range from harmless
to catastrophic.
Fundamental attribution error: The relative contributions to
behavior of situational and dispositional factors, andtheir
distinction is the defining feature of attribution theory. People
may make inferences about the dispositions of others even when
situational forces explain the behavior quite nicely. In other
words when it comes to other people, we tend to attribute causes of
unfavourable outcomes to internal factors such as personality
characteristics and ignore or minimize external variables.
2.A self-serving bias is any cognitive or perceptual process
that is distorted by the need to maintain and enhance self-esteem.
When individuals reject the validity of negative feedback, focus on
their strengths and achievements but overlook their faults and
failures, or take more responsibility for their groups work than
they give to other members, they are protecting the ego from threat
and injury.
3.The Halo Effect is a cognitive bias that causes our evaluation
of people, concepts, or objects to be influenced by our perceptions
of one attribute of those people, concepts, or objects.
Status affects persuasivenessAssessments of the validity of
someone's assertions can be affected by our perception of her or
his status. Hat hanging The name evokes the idea that we hang the
hat of someone from our past on someone in our present.
4.False Consensus Bias: refers to the tendency of people to
overestimate the level to which other people share their beliefs,
attitudes, and behaviors.
Cognitive Dissonance: Dissonance and consonance are relations
among cognitions that is, among opinions, beliefs, knowledge of the
environment, and knowledge of one's own actions and feelings. Two
opinions, or beliefs, or items of knowledge are dissonant with each
other if they do not fit together; that is, if they are
inconsistent, or if, considering only the particular two items, one
does not follow from the other (Festinger 1956: 2)
There are three ways to deal with cognitive dissonance.One may
try to change one or more of the beliefs, opinions, or behaviors
involved in the dissonance;One may try to acquire new information
or beliefs that will increase the existing consonance and thus
cause the total dissonance to be reduced; or,One may try to forget
or reduce the importance of those cognitions that are in a
dissonant relationship
6. Projection Bias: The tendency to unconsciously assume that
others (or one's future selves) share one's current emotional
states, thoughts and valuesComplementary projectionis assuming that
others do, think and feel in the same way as you. Thus we see our
friends as being more like us than they really are.Complimentary
projectionis assuming that others can do things as well as you.
7. Confirmation bias: One selectively gathers, or gives undue
weight to, evidence that supports one's position while neglecting
to gather, or discounting, evidence that would tell against it.This
gets manifested in two ways: building a case consciously and
deliberately and engaging in case-building without being aware of
doing so.Restriction of attention to a favored
hypothesis.Preferential treatment of evidence supporting existing
beliefs. Selective memory
Effective FeedbackFocus on behaviorFrequentTimely Specific- give
examplesTalk about repercussions of that behavior and way
forwardDont restrictively frame the feedback. Restricted feedback
is narrow, binary and frozen
Giving and receiving feedback is personal and can be charged
with high levels of emotions for both- giver and receiverWe avoid
feedback because of self serving and actor-observer biasInaccurate
positive self-perceptionsAccepting critiques undermines their self
efficacy and self esteem Flawed Feedback
Attacks the Person Rather Than the Persons BehaviorVague or
Abstract AssertionsWithout illustrationsIll-defined context and
range of applicationUnclear impact and information regarding
remedial actions or behavioural changes desiredFalse consensus
bias
Cannon, M.D., & Witherspoon, R. (2005). Actionable feedback:
Unlocking the power of learning and performance improvement.
Academy of Management Executive, 2005, 19 (2): 120-134
