Of all the sickening management constructs that we’ve introduced into the workplace, the industry around feedback is perhaps the most pervasive and unhelpful. We are living in a world with a constant pressure and need to seek and give feedback but without really considering to what end.
A quick Google search for “feedback at work” shows just shy of a billion articles. A billion articles written about something that didn’t really exist until the middle of last century. And in that time, have we seen workplaces become happier? More productive? More enjoyable? Or have we seen the reverse?
The problem is, that over 90% of feedback is unhelpful. It doesn’t actually make anything better, doesn’t make anyone improve, doesn’t facilitate learning or enlightenment. If you don’t believe me, consider this:
What is the most useful piece of feedback you’ve received?
I bet you can think of one, an incisive and helpful moment. Now, place this piece of feedback in proportion to the entire amount that you’ve been given over your life. And quite frankly, I’d be surprised if it doesn’t fall into insignificance. You will have been given more pointless, unhelpful and sometimes dangerous pieces of feedback than helpful ones, probably to the power of ten.
The other issue with feedback is that it is, by nature, entirely subjective. And therefore is subject to bias. When you receive feedback you’re not getting the truth, you’re getting opinion. And that opinion is only one set of data. So on any, genuine, scientific basis it would be completely unreliable. There are no controls, there are multiple variables, it simply would not pass muster.Yet in organisations, we treat it as a means for development.
Here’s the thing. If you want feedback on something, or from someone then fine. Go and ask. But if people start telling you that you need it, or your organisation starts telling you that it wants to develop a feedback culture. Run like the wind. Or simply put your headphones on. You’ll end up wasting time, being confused, getting contradictory messages and choosing to believe only the information that supports your own confirmation bias – whether positive, or negative.
Feedback in organisations? Its something nobody needs to “see more of” and we could all do with “doing differently”. “Stop” the obsession with it, “Start” thinking more creatively, “Continue” getting on with your jobs.