Cohen's d

12.4

11.6

10.9

10.19.4

8.6

7.9

7.1

6.4

5.6

4.9

4.1

3.4

2.6

1.9

1.1.4-.4-1

.1

-1.9

-2.6

-3.4

The unweighted distribution of 607

Feedback Intervention effects on performance

Num

ber

of s

tudi

es in

the

liter

atur

e

100

80

60

40

20

0

Kluger & DeNisi (1996, 1998) 

Mean d = .4

38% of the effects are negative

Today’s program

•Introduction •The challenge of feedback•Positive Psychology•Appreciative Inquiry•Feedforward Interview (FFI)

•Practicing FFI •Developing a plan on the basis of FFI learning•Case studies & testimonials •Review of scientific research pertaining to FFI•Q&A

Cohen's d

12.4

11.6

10.9

10.19.4

8.6

7.9

7.1

6.4

5.6

4.9

4.1

3.4

2.6

1.9

1.1.4-.4-1

.1

-1.9

-2.6

-3.4

The unweighted distribution of 607

Feedback Intervention effects on performance

Num

ber

of s

tudi

es in

the

liter

atur

e

100

80

60

40

20

0

Kluger & DeNisi (1996, 1998) 

Mean d = .4

38% of the effects are negative

Kluger & DeNisi (1996, 1998) 

Cohen's d

12.4

11.6

10.9

10.19.4

8.6

7.9

7.1

6.4

5.6

4.9

4.1

3.4

2.6

1.9

1.1.4-.4-1

.1

-1.9

-2.6

-3.4

The unweighted distribution of 607

Feedback Intervention effects on performance

Num

ber

of s

tudi

es in

the

liter

atur

e

100

80

60

40

20

0

Cohen's d

12.4

11.6

10.9

10.19.4

8.6

7.9

7.1

6.4

5.6

4.9

4.1

3.4

2.6

1.9

1.1.4-.4-1

.1

-1.9

-2.6

-3.4

The unweighted distribution of 607

Feedback Intervention effects on performance

Num

ber

of s

tudi

es in

the

liter

atur

e

100

80

60

40

20

0

Kluger & DeNisi (1996, 1998) 

Mean d = .4

38% of the effects are negative

When is feedback more/less effective?

– Feedback sign does not, by itself, determine feedback effectiveness

– The more threatening the feedback to the self the more destructive it is

Cohen's d

12.4

11.6

10.9

10.19.4

8.6

7.9

7.1

6.4

5.6

4.9

4.1

3.4

2.6

1.9

1.1.4-.4-1

.1

-1.9

-2.6

-3.4

The unweighted distribution of 607

Feedback Intervention effects on performance

Num

ber

of s

tudi

es in

the

liter

atur

e

100

80

60

40

20

0

Kluger & DeNisi (1996, 1998) 

Mean d = .4

38% of the effects are negative

Self regulation theory (Higgins, 1997)

Promotion focusversus

Prevention focus

feedback sign

positivenegative

effo

rt in

ten

tion

3.5

3.0

2.5

2.0

1.5

1.0

regulatory focus

obligatory work

desired work

Van-Dijk & Kluger (2004) – ScenarioIntention to invest effort by feedback sign & type of work

Intention to invest effort by feedback sign & values

feedback sign

positivenegative

effo

rt in

ten

tion

3.0

2.8

2.6

2.4

2.2

2.0

1.8

1.6

values

high conformity

undetermined

high self-direction

Intention to invest effort by feedback sign & occupation

feedback sign

positivenegative

effo

rt in

ten

tion

3.0

2.8

2.6

2.4

2.2

2.0

1.8

1.6

occupation

conventional &

realistic

artistic &

investigative

feedback sign

positivenegative

effo

rt in

ten

tion

3.2

3.0

2.8

2.6

2.4

2.2

2.0

1.8

motive

security

self-actualization

Intention to invest effort by feedback sign& reason for being in one’s job

Van-Dijk & Kluger (2009)The Academy of Management, Organizational Behavior

Division’s 2009 Award for Best Competitive Paper

Time

After feedbackBefore feedback

Perf

orm

ance

(z-sc

ore)

0.30

0.20

0.10

0.00

-0.10

PositiveNegative

Feedback sign

Task type: Error detection

Time

After feedbackBefore feedback

perf

orm

ance

(z-sc

ore)

0.30

0.20

0.10

0.00

-0.10

PositiveNegative

Feedback sign

Task type: Uses generation

Performance by time (before/after feedback), feedback sign and task type

Shall we give negative feedback to people who do things because they “have to?”

• When we must do something, negative feedback both:– Increases the urgency to act– Decreases the belief that success is possible

(Levontin & Kluger, under preparation)

Aguinis, H. (2009). Performance management (2nd edition). Upper Saddle River, NJ: Pearson Prentice Hall.

“The risks associated with implementing a 360-degree system can be illustrated by Watson Wyatt’s 2001 Human Capital Index (HCI). This is an ongoing study of the effects of HR practices on the stock value of more than 700 publicly traded companies. One particular result was especially alarming. Of the companies surveyed, those that had implemented 360-degree feedback had lower stock value! Specifically, the companies that used peer reviews had 4.9% lower market value than did similar companies that did not implement peer reviews. Furthermore, companies that implemented upward feedback, where employees rated managers, had a 5.7% lower stock value than did similar companies that did not implement upward feedback. Does this necessarily mean that implementing 360-degree feedback systems causes the stock price to decrease? Based on the data collected, there is no definitive answer to this question. It could be that organizations that are not performing well financially decide to implement 360-degree feedback systems precisely to help improve their performance. Nevertheless, these results highlight the importance of following best practices in implementing 360-degree feedback systems in order to avoid any negative consequences of implementing such a system.” (p. 194 )

Feedback: Conclusion

• Feedback is a double edged sword:– My work just reviewed (Kluger & DeNisi, 1996, 1998).– The effectiveness of performance appraisal on average is

practically zero (Smither, London, & Reilly, 2005).– Some experts suggest to drop performance appraisal

altogether because it destroys relationships and stifles creativity (Coens & Jenkins, 2000).

– Companies implementing 360-degree feedback had lower stock value! (Aguinis, 2009)

Challenges

• Can we develop another tool that can enhance motivation and learning and lead to increased performance?

• Can we do it in a way that – decreases the threat to the self – increases well-being, and – builds relationships?

Can we do better than this?

The Feedforward Interview (FFI) is a tool based on feedback principles, Positive Psychology and Appreciative Inquiry

FFI is proposed for use:Before, or instead of, performance appraisals and 360-degrees feedback reviews, selection interviews, customer surveys, team development and strategy development.

The unique features of FFI:Focusing on success stories, care-full listening, insight are intrinsic to the interviewee and the system

Feedback & motivational principle: Discrepancies

StandardInformation (feed)Possible response

FeedbackExternalExternalStrive to attain standard, lower standard, reject information, escape the field

FeedforwardInternalInternalStrive to attain standard, escape the field

“Counsel in the heart of man is like deep water; but a man of understanding will draw it out.”

-- Proverbs 20:5

"מים עמוקים, עצה בלב-איש;    ואיש תבונה ידלנה."

)משלי פרק כ' פסוק ה'(

POSITIVE PSYCHOLOGY

A meta-analysis suggests that positive mood makes people at workmore creative and more open, show less job withdrawal behaviors (absenteeism, tardiness, turnover)earn higher income and display more organizational citizenship behavior (Lyubomirsky et al., 2005).

Experiments show that people can be trained to be happier (e.g., Seligman et al., 2005)Theory suggests that expanding “reflected best self” makes us do more (Roberts et al., 2005)

Appreciative Inquiry: We have so many problems, so why should we talk about successes

“No problem can be solved from the same level of consciousness that created it. We

must learn to see the world anew”.

Two Human Adaptation Conflicts Model (Levontin & Kluger, 2010)

Promotion

Learning

Change

Competition

Self-interest

Getting ahead

Bonding

Team work

Getting along

Prevention

Security

Maintenance

Feedforward for balance and for firm competitiveness :individual needs and proposed focus

Promotion

Learning

Change

Authenticity

Co-learning

Developing others

Competition

Self-interest

Getting ahead

Bonding

Team work

Getting along

Playing politics

Prevention

Security

Maintenance

Introductions

La raison d'être:

Could you please tell me about the first time you thought of working here? What were your aspirations?

Introductions

Could you please tell me one story about someone helping you and one story about you helping someone?

Conditions for effective FFI

• Comfortable seating place• Sitting face-to-face with no barriers and with privacy• Protect the interviewee from interruptions (turn off your mobile

phone)• Prepare to give the interviewee 100% of your attention• Train to listen, without writing, to remember and to reflect

FFI: Step-by-step

• Affirmative Topic• Story• Peak• Conditions• Feedforward Question

Affirmative topic: General

“I am sure that during your work here you have had both negative experiences and positive experiences. Today, I would like to focus only on your positive experiences.”

Story

Could you please tell me a story that happened at your work, during which you felt full of life (happy, energized), even before the results of your

actions became known?

Would you be happy to experience a similar story (process) again ?

[IF YES, reflect the story & proceed; IF NOT, ask for another story].

Peak

What was the peak moment of this story? What did you think at the peak moment? How did you feel at that moment (including your physiological reaction)?

Would you like to experience these emotions again?

[IF ABSOULTELY YES, reflect the emotions & proceed; IF NOT, ask for another story.]

Conditions (learning; inquiry)

What were the conditions, in yourself, others, and the organization (physical, temporal)

that allowed this story to happen?

[Reflect the conditions, ask “and what else?” and make sure the interviewee considers both self and others.]

The Feedforward Interview )Kluger & Nir, in press(

}I am sure that during your work here you have had both negative

experiences and positive experiences. Today, I would like to focus only on your positive experiences.

Could you please tell me a story that happened at your work, during which you felt full of life (happy, energized), even before the results of your actions became known?

Would you be happy to experience a similar story )process( again? ]IF YES, reflect the story & proceed; IF NOT, ask for another story.[

What was the peak moment of this story? What did you think at the peak moment? How did you feel at that moment (including your physiological reaction)?

What were the conditions, in yourself, others, and the organization

(physical, temporal) that allowed this story to happen? ]Reflect the conditions, ask “and what else?” and make sure the interviewee

considers both self and others.[

The feedforward question

Recall the conditions that allowed you to feel alive. Consider these conditions as road signs or a beacon that shows you the way to fulfill your dreams.

Do your plans for the immediate future (current behavior) take you closer to, or further away from, the conditions that allowed you to feel alive?

Building an affirmative topic from a complaint

• What currently upsets (irritates, annoys) you, or makes you desperate, the most?– “I am nervous when I have to give a presentation”

• What is it a symptom of?– “My lack of confidence”

• What is the ideal opposites?– “enjoying what I am doing without worrying”?

Affirmative topic: worry-free presentation

“From what you told me, it is clear that often you feel nervous when you present, but perhaps there were times, even very rare, in which you enjoyed yourself presenting without worrying. Today, I would like us to search for such an event, even if not at the current job.”

Example: FFI adapted to handle a complaint

}From what you told me, it is clear that often you feel nervous when you

present, but perhaps there were times, even very rare, in which you enjoyed yourself presenting without worrying. Today, I would like us to search for such an event, even if not at the current job.

Could you please tell me a story a presentation (or other) event during which you felt that you enjoy yourself without worrying?

Would you be happy to experience a similar story )process( again? ]IF YES, reflect the story & proceed; IF NOT, ask for another story.[

What was the peak moment of this story? What did you think at the peak moment? How did you feel at that moment (including your physiological reaction)?

Would you like to experience these emotions again? ]IF ABSOULTELY YES, reflect the emotions & proceed; IF NOT, ask for another story.[

What were the conditions, in yourself, others, and the organization (physical, temporal) that allowed this story to happen?

]Reflect the conditions, ask “and what else?” and make sure the interviewee considers both self and others.[

Applications

Before Feedback

An Israeli Bank, Brembo, Vodaphone

Strength-Based Performance Appraisal

SodaStream

Selection

The Hebrew University

Customer Satisfaction

Aerobic Studio

FFI – why?

Focus on the positiveEvokes positive emotionsFacilitates empowerment

Discovery of critical dataBrings to the foreground data that are forgotten or outside of the

discourseIdentifies keys for optimal functioning

FFI – why?

Addresses deep needs

Foster communication and interpersonal contact

Creates opportunities to recognize abilities and talents of the other

Allows personal growth via discovery of one’s strengths and virtues

Creates an atmosphere that enables a more open consideration of feedback

FFI limitation

Some people find telling stories difficult

Do not mandate participation

Some people become sad to discover how little joy

they have at work

Offer to listen at a later time

FFI does not handle prevention behaviors

Set limits to specific simple prevention behaviors;

Use a 3:1 principle

Rechter (2010)

• FFI (84 business students)

A story about peak team experience in which you showed creativity, cooperation, and openess

• Control interview (85 business students)

Two stories about team experience

• No interview control (83 business students)

Were not interviewed

Does FFI increase positive mood?

Affective Reactions

1

1.5

2

2.5

FFIControl InterviewNo Interview

Experimental Condition

Po

siti

ve /N

egat

ive

Aff

ect

• FFI > No interview d = .77**• FFI > Control interview d = .39**

Does FFI lead to discovery of critical data?

Self-reported learning

FFI > Control interview

d = .49**

Does FFI fit everybody?

Rechter (2010)

Study 2

FFI vs. Feedback

Personal

goals

84 students

Cohen’s d

Liking partner Interviewers.66 *

Interviewees.42 †

Partner appreciation Interviewers.65 *

Interviewees ns

Self-efficacy Interviewers.68 *

Interviewees1.11 **

SatisfactionInterviewers.51 †

Interviewees.69 *

Positive affect Interviewers.78 **

Interviewees ns

Personal Recourses Interviewers ns

Interviewees.84 *

Behavioral Intention Interviewers.68 *

Interviewees ns

Try at your company OR try it at home

Interview other people and allow them to discover what are their conditions for well being )at work(.

How can I remember the instructions?Visit www.feedforward.co.il under TOOLS

What should I interview about?Any topics that you or the other person wants to explore

Who should be interviewed?Job candidatesColleaguesBossesCustomersFriends...and even spouses )partners(

“Counsel in the heart of man is like deep water; but a man of understanding will draw it out.”

-- Proverbs 20:5

"מים עמוקים, עצה בלב-איש;    ואיש תבונה ידלנה."

)משלי פרק כ' פסוק ה'(