«The first problem with feedback is that humans are unreliable raters of other humans.» In this excellent piece in Harvard Business Review, the authors explain why feedback as it is commonly understood doesn’t work. And they offer a new way to think of it. Not as an evaluation of sorts, which – as research shows – often reveals more about the feedback giver than the receiver. Instead, we should think of feedback as an intervention («That! Yes, that!») that prompts a reflection on why something went well.

From Weekly Filet #285, in March 2020.