Peer Review is the Foundation for Measuring Employee Performance.
But does it help employees realize their potential?
Does feedback improve a company's bottom line?
Business Educator Carol Sanford has spent 40 years developing people, leadership, and systems to ensure all stakeholders benefit. Fortune 500 companies like Google, P&G, and DuPont, plus entrepreneurial enterprises like Seventh Generation and Numi Tea, have engaged her to develop a capability to reimagine and redesign the entire business from strategy to work design. By popular demand, her new book series takes on the most toxic common practices hurting organizations today and presents the contrarian remedies to achieve extraordinary outcomes.
Management depends on feedback to measure and improve employee performance and the company's bottom line. An annual peer review is often foundational to this process. But is this decades-old managing tradition getting the results it promises? No More Feedback: Cultivate Consciousness at Work, Book 1 in Carol Sanford's new Toxic Practice book series, is your resource for breaking down the erroneous premises about feedback and its effects in achieving the results really wanted: employees delivering on their potential.
This business guide disrupts commonly-held organizational beliefs about workplace culture to explain:
- How feedback can (and often does!) undermine employee development.
- The negative impact of feedback on core human capabilities. Initiative, selflessness and accountability, fairness & equity.
- The 6 premises and phases to develop effective work systems.
- How to see business change as a living ecosystem set up as an alternative path to growth and success.
- The developmental alternative to feedback that leads to innovative, self-regulating employees.
Packed with true case stories from Carol's extensive career in business, offers two dozen transformative stories, No More Feedback: Cultivate Consciousness at Work identifies the errors in the feedback trap, why employees should be developed to use the power to self-regulate, and the instruments essential to enduring developmental success.
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Table of Contents
Preface: Why Critique the Most Popular Practice ever? Toxicity!
Introduction: My Personal Experience With Feedback
Part One: A Technology of Change
Chapter 1: Five Challenges to Discernment
Chapter 2: Three Core Human Capacities
Chapter 3: Looking Ahead: Alternatives to Feedback and Other Toxic Practices
Part Two: Feedback
Chapter 4: What is Feedback?
Chapter 5: A Short History of the Concept
Chapter 6: Feedback and Human Capacity
Part Three: Downsides To Feedback
Chapter 7: Flaws in the Theory of Objective Feedback
Chapter 8: Feedback and Human Self-Regulation
Part Four: Premises for Designing Developmental Work Systems
Chapter 9: Premise 1: Self-Governing Behavior is Energy Effective.
Chapter 10: Premise 2: Self-Reflective Capability is Necessary for Self-Governance.
Chapter 11: Premise 3: The Basis of Self-Reflection and Self-Governance Is a Developmental Plan.
Chapter 12: Premise 4: Self-Observation and Resourcing Develop the Capability for Self-Reflection.
Chapter 13: Premise 5: Projection Inevitably Limits and Corrupts Feedback Processes
Chapter 14: Premise 6: Beneficial, Lasting Change is a Holistic Process.
Part Five: The Developmental Alternative To Feedback
Chapter 15: New Measures of Organizational Success for Work Design
Chapter 16: Designing for Growth and Development
Chapter 17: What Do We Need in Order to Work Developmentally?
Conclusion: Connect to a Developmental Leadership Community