THE POWER OF FEEDBACK35 Principles For Tunning Feedback

From Other Into Personal and Professional Change

Program DoktorIlmu Manajemen

Maizar Radjin

Jiseph R. Folkman

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Jiseph R. Folkman

Rather than accept criticism, we

tend to denounce not only what is

said, but those who say it

Asking others for input their

expectation that you will

change a positive way

If you receive feedback but do not change

for the better, you will perceived more

negatively than if you had not received

feedback.

You will not change what

you not believe needs to

be changed

All perceptions are

real, at least to those

who own them

Maizar Radjin

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Jiseph R. FolkmanMaizar Radjin

To change the impression

another person has of you, you

must change your behaviour

Balancing your normal but counterproductive

reactions to feedback is essential in effectively

dealing with feedback

The Process of chance

begins with accepting

the feedback given

Other see us

differently than we

see ourselves

Once people form an impression, they

are not as open to information that

contradicts the original impression

Jiseph R. Folkman

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Maizar Radjin

The feedback we receive reflects how

others really feel about us and our

performance

When we provide feedback, we tend

to base our perception on our

performance and personality

We tend to perceive the reasons for our own

failure as having to do with the situation, but we

see failure in others as having to do with their

effort, ability, knowledge or character One way of improving a

skill is to improve your performance skills

Change is only easy when you combine a

hog level of community with a low

degree of difficulty

Jiseph R. Folkman

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Maizar Radjin

Involving others in your efforts

to change increases the

likelihood that change will occur

Over time, people tend to maintain the same

leave of performance that they had when they

first mastered their job

To maintained a perception of

high performance, you must

change over time

Average, managers are not good enough to

make a significant impact on employee

satisfaction an motivation.

Everything you

do makes a

difference

Jiseph R. Folkman

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Maizar Radjin

Doing something well has

dramatic impact on

perceived effectiveness

The most critical skill in making change

based on feedback is deciding what

specific issue to work on first

Issues dealing with things are

easier to change than issues

dealing with people

Most people believe that to improve,

they have to eliminate their rather

than build on their strengths

A critical step in personal change is to change the

strategies, structures, and system that support or

reinforce the behaviour you desire to change

Jiseph R. Folkman

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Maizar Radjin

Changing behaviour

often requires changing

core beliefs.

Close observation of others who have

demonstrated skills will help you develop

the same skills

Redefining negative feedback in a

positive light creates increased

motivation to change

Those things we persist in doing

eventually change our feelings

and appetites

Rewarding successive approximations of

desired new behaviour increases the

likelihood of acquiring the new behaviour

Jiseph R. Folkman

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Maizar Radjin

Increasing your knowledge and skill base,

especially in new technologies, will make

your efforts to change more effective and

increase your self-confidence

For many changes, you can increase the

likelihood or positive change by

persuading others to change with you

Changes that last are those that feel

natural and consistent with our care

character and personal style

Lasting change often require

implementing new system or

structure

You can only make significant life changes if you

have the necessary desire, strength and

motivation to cause those changes to happen

Jiseph R. Folkman