Diaries Magazine

Feedback for Growth Model for Finding Strengths and Opportunities

Posted on the 13 August 2016 by Jaideep Khanduja @PebbleInWaters

Feedback for growth is the sole aim of any kind of feedback mechanism in an organization. If feedback is not connected appropriately with the growth of the candidate, it has no sanctity. There is a difference between criticism and feedback. Though many organizations have started promoting a culture of positive criticism. One has to be very clear in drawing a line between criticism and feedback. While feedback for growth is a good phenomenon, criticism might not be that effective. Even if it is, then it still has to adopt a structured and constructive way. Every feedback must explore strengths, challenges, opportunities, and risks.

Definitely risks are always there in any kind of growth and development. Moreover these risks can be there in two forms. You can perceive them in advance or they occur all of a sudden. While you can create a plan for mitigating risks that you perceive well in advance, it is not possible for risks occuring without alarm.

Feedback for Growth Model for Finding Strengths and OpportunitiesPhoto credit: familymwr via Visual Hunt / CC BY

As Drago-Severson and Blum-DeStefano explain in Tell Me So I Can Hear You each type of knowers need specific kind of feedback. The pattern of each kind of feedback is altogether different. Rather each way is exclusive in nature. Attempting a wrong way of feedback meant for one category on another category can go ineffective. While it is difficult to make Instrumental Knowers think out of the box, the same works well for Self-Authoring Knowers.

Feedback for Growth can create wonders

As far as Feedback for growth is there, the delivery mechanism has to be quite clear. The manager or supervisor delivering the feedback has to be very effective. Every category has a different mechanism of taking the feedback. It depends a lot on the person delivering the feedback. Moreover this mechanism keeps evolving continuously. Leaders and Learners are not different entities. Once they are clear about their needs and perspectives, it becomes easier to climb the growth ladder. And here the feedback for growth works like a catalyst. In addition, if you are in a position to understand the same in your colleagues, it is wonderful.

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