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fear of feedback Essay

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Fear of Feedback by Jay M. Jackman and Myra H. Strober Reprint r0304h April 2003 HBR Case Study Keeping to the Fairway r0304a Thomas J. Waite First Person Leading for Value r0304b Brian Pitman Luxury for the Masses r0304c Michael J. Silverstein and Neil Fiske Tipping Point Leadership r0304d W. Chan Kim and Renée Mauborgne R&D Comes to Services: Bank of America’s Pathbreaking Experiments r0304e Stefan Thomke HBR Interview Psychologist Karl E. Weick: Sense and Reliability r0304f Diane L. Coutu The 2003 HBR List: Breakthrough Ideas for Tomorrow’s Business Agenda Best Practice Fear of Feedback r0304g r0304h Jay M. Jackman and Myra H. Strober Tool Kit Preparing…show more content…
Consider how Joe, a highly accomplished computer scientist in a large technology company, responded to his frustration over not being promoted. (As with all the examples in this article, people’s names have been changed.) Although everyone in the company respected his technical competence, he sensed something was wrong. Instead of seriously assessing his performance and asking for feedback, he became preoccupied with inessential details of his projects, played computer solitaire, and consistently failed to meet project deadlines. When Joe asked about his chances for advancement in his annual review, his boss singled out Joe’s repeated failure to finish projects on time or to seek formal extensions when he knew work would be late. In fact, Joe’s continued procrastination became a serious performance issue that cost him a promotion. Denial. We’re in denial when we’re unable or unwilling to face reality or fail to acknowledge the implications of our situations. Denial is most often an unconscious response. Angela, a midlevel manager in a consulting firm, drifted into a state of denial when a hoped-for promotion never materialized. Her superiors told her that she hadn’t performed as well as they’d expected. Specifically, they told her she’d requested too much time off to Adapting to feedback is critical for managers who find themselves in jobs, companies, and industries undergoing frequent transitions. spend with her children,
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