ffi basic presentation
DESCRIPTION
From the site - http://www.feedforward.co.ilTRANSCRIPT
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'(