Feedback is the Foundation for Improving Employee Performance...
but does it help employees realize their full potential? Does it even improve a company’s bottom line?
Business educator Carol Sanford has spent 40 years developing people and systems to embed lasting innovation into daily work. Fortune 500 companies like Google, P&G and DuPont hired her to developo executives to rethink strategy, leadership, management and work design. By popular demand, her new book series takes on the most common toxic practices hurting business today and presents the surprising remedies to achieve extraordinary outcomes.
Management depends on feedback to improve employee performance and the company’s bottom line. Peer reviews are often foundational to this process. But is this decades-old tradition getting the results you need? No More Feedback: Cultivating Consciousness at Work, Book 1 in Carol Sanford’s new Toxic Practice book series, breaks down the misconceived notions on feedback and reveals the systems needed to achieve the results business really want: employees fulfilling their potential.
This book disrupts commonly-held beliefs by explaining:
- How feedback can (and often does!) ruin employee development.
- The impact of feedback on 3 core human capacities.
- The 6 premises to develop effective work systems and the people in them.
- How to see business as a living ecosystem set up for accelerating growth and success.
- The developmental alternative to feedback that leads to flourishing, self-regulating employees
Packed with true examples from Carol’s extensive career and personal stories, No More Feedback: Cultivating Consciousness at Work identifies the flaws in the feedback trap, why employees should be given the power to self-regulate and the tools essential to long-term 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