When an organization places a strong emphasis on fostering positive relationships, it can lead people to perceive negative feedback as a threat to those relationships. On the other hand, when the organization focuses on performance, employees are more likely to view feedback as an opportunity to improve their performance. Bouwens explains, "We see that the way organizations use feedback affects how people seek feedback. Especially in companies where clear rules and expectations exist for feedback, and where it's normal to give and receive feedback, people are more inclined to seek feedback. They perceive the risks of asking for feedback as lower in such environments."
Feedback training is not enough
The research suggests that creating an effective feedback culture requires more than just training and setting a good example. It also involves organizations considering norms related to performance and relationships. "These norms should not lead to a fear of giving feedback due to an emphasis on relationships but should instead highlight how valuable feedback is for personal growth. Senior management can help by emphasizing that feedback is meant for growth, not to hurt," Bouwens points out.
Influence of senior management
According to Bouwens, it is crucial that people can openly and honestly communicate with each other. "The results indicate that an excessive focus on positive relationships can make giving negative feedback feel riskier. Therefore, it is essential for senior management to establish clear norms of openness and practice them by being open themselves and actively seeking feedback. By sharing vulnerabilities within the organization and not just celebrating successes but also honestly acknowledging failures, this can be encouraged. Senior management should take the lead in promoting a feedback culture that fosters development and performance within the organization," Bouwens concludes.