Feedback is traditionally given and structured. This makes feedback a threatening situation — and as new experimental research shows, it’s uncomfortable for the giver and receiver.
This leads to more imprecise feedback, given less. The switch: getting to a culture of asking for feedback.
Working with NLI, Microsoft has started the journey — and it’s already creating huge changes in the tech giant.
For more Performance research, see the NeuroLeadership Journal, including in-depth scientific articles on feedback, engagement, and rewards.