Why Feedback Often Misses the Mark: Understanding Human Nature to Drive Real Change, by Jonathan H. Westover PhD

Abstract: This article examines why traditional feedback often fails to drive meaningful behavioral change in professional settings despite good intentions. Drawing from organizational psychology research and extensive consulting experience, the author argues that feedback alone is insufficient due to natural defensive reactions, contextual barriers, and the sustained effort required for behavior modification. The piece proposes a more effective approach that leverages feedback to cultivate intrinsic motivation through mastery-focused discussions, appealing to internal drivers, promoting growth mindsets, and providing structured support for application. By integrating psychological insights about human tendencies with practical strategies illustrated through case studies, the author demonstrates how feedback can be transformed from a superficial information exchange into a powerful catalyst for sustainable professional development and genuine behavioral change.

Episode Transcript

Why Feedback Often Misses the Mark (00:00):
Understanding Human Nature to Drive Real Change Abstract

(00:15):
Drawing from organizational psychology research and extensive consulting experience,
the author argues that feedback alone is insufficient due to natural defensive reactions,
contextual barriers,and the sustained effort required for behavior modification.
The piece proposes a more effective approach that leverages feedback to cultivate intrinsic motivation through mastery-focused discussions,

(00:41):
appealing to internal drivers,promoting growth mindsets,
and providing structured support for application.
By integrating psychological insights about human tendencies with practical strategies illustrated through case studies,
the author demonstrates how feedback can be transformed from a superficial information exchange into a powerful catalyst for sustainable professional development and genuine behavioral change.

(01:08):
As business consultants and leadership coaches,we've all seen it time and time again - performance reviews,
feedback sessions,and development planning that ends up falling flat or even backfiring.
No matter how meaningful the intentions,the feedback often fails to actually influence behavior or drive improvement in the way it was intended.

(01:30):
After over a decade in this industry and drawing from both my own experiences as well as a wealth of research from organizational psychology,
I've come to better understand why feedback so commonly misses the mark.
Today we will explore alternative approaches to feedback that can help make it more impactful.
The Limitations of Feedback Alone A common misconception is that simply providing employees with insightful,

(01:57):
candid feedback about their performance or development areas will be enough to catalyze positive change.
The reality,as many studies have shown,is that feedback alone rarely leads to lasting behavior modification (Ilgen et al.
, 1979;
Kluger & DeNisi, 1996).

There are a few key reasons for this (02:18):
Individuals often don't internalize or fully accept critical feedback.
Our natural tendency is to minimize negative information about ourselves and rationalize away criticism (Korsgaard & Roberson,
1995).
Even with the best of intentions,it can be difficult for recipients to absorb critical messages without getting defensive.

(02:44):
Contextual barriers often obstruct improvement efforts.
There may be organizational,team,or personal barriers preventing an employee from effectively addressing issues raised in feedback,
no matter how well-received.
For example,lack of resources,competing priorities,
or an unsupportive work environment can undermine change initiatives (Sims,

(03:09):
1977).
Turning insight into action requires sustained motivation and effort.
Behavior change is a process that takes time,repeated practice,
and ongoing commitment—simply hearing feedback is usually not enough to ignite and sustain that level of drive and perseverance (Kluger & DeNisi,

(03:31):
1996).
The bottom line is that,on its own,feedback seldom addresses the fundamental psychological and situational obstacles that must be overcome for real behavioral shifts to occur.
More holistic interventions are needed.
Leveraging Feedback to Drive Intrinsic Motivation Rather than seeing feedback as an end in itself,

(03:53):
the most impactful professionals view it as a means to an end—specifically,
as a way to cultivate the self-driven motivation required for real growth and development.
Decades of research in areas like organizational behavior,

social psychology,and coaching have illuminated a number of effective strategies for doing so (04:09):
Focus on Mastery,

Not Judgment (04:17):
Leading with an emphasis on learning and continuous improvement,
rather than judgement and criticism,helps feedback retain its intended purpose of development rather than devolving into a punitive exercise (Kluger & DeNisi,
1996).
For example,framing discussions around clear standards of performance,

(04:40):
skill-building next steps,and future aspirations keeps the lens on mastery over evaluation.

Appeal to Internal Drivers (04:47):
Intrinsic motivators like autonomy,
purpose,mastery and contribution have far more lasting impact on behavior than external pressures (Pink,
2009).
Strategies like collaborative goal-setting,giving ownership over solutions,

(05:07):
and aligning development to an employee's core values activate these types of self-driven forces for change.

Model and Cultivate Growth Mindsets (05:14):
research indicates individuals with "fixed mindsets" see ability as innate while those with "growth mindsets" see it as developable (Dweck,
2006).
Leaders who convey their own journey of continuous learning and acknowledge feedback as an opportunity,

(05:35):
not a condemnation,can influence a similar approach in others.

Provide Structure and Support for Application (05:39):
Merely processing feedback intellectually is rarely sufficient for behavioral modification—employees need practical guidance,
resources and accountability mechanisms to operationalize new insights (Sims,
1977).
Follow-up conversations to problem-solve barriers,

(06:03):
scaffold skill-building,and jointly track progress over time strengthen motivation and commitment.
By reframing feedback as a leverage point for intrinsic drive rather than an end in itself,
leaders can help guide truly transformational development journeys at both an individual and organizational level.

(06:23):
But to maximize impact, a situational understanding of human factors is indispensable.
Applying an Understanding of Human Nature Beyond specific strategies and models,
I've found one of the most important factors in yielding impactful feedback is leaders developing a nuanced appreciation of inherent human tendencies and biases.

With this type of situational awareness,guidance can be tailored appropriately (06:45):
Recognize We Are Poor Judges of Ourselves
biases and limited perspectives mean our self-assessments are often flawed (Kruger & Dunning,
1999).
Seeking 360-degree input and cross-functional perspectives gives a more well-rounded portrait to inform discussions.

Accept Defensiveness as Human,Not Personal (07:11):
Defensiveness serves an important psychological need to maintain self-esteem - getting past it requires patience,
understanding and reframing criticism constructively rather than punitively (Korsgaard & Roberson,
1995).

Know Environmental Factors Must Align (07:32):
Long-term habits don't change in a vacuum - feedback needs complementary adjustments to systems,
resources and accountability mechanisms supporting new behaviors (Gully et al.
, 2002).

Expect Resistance,then Commitment,over Time (07:49):
Behavior modification follows identifiable stages - resistance,
uncertainty,experimentation and finally commitment - with plateaus and regressions part of the process (Prochaska & DiClemente,
1982).
Gestures of support during transitions reinforce motivation.

(08:13):
By tapping into fundamental insights about human behavior gleaned from research over decades,
feedback providers can give guidance in a way that is pragmatic,
empathetic and tailored appropriately to individual and situational nuances.
This type of situated understanding builds the trust and resonance needed to leverage feedback into real and sustainable growth.

Putting it into Practice (08:38):
Three Case Examples To bring these concepts to life,

let me share a few real-world examples I've encountered in my work (08:43):
A Tech Startup's Account Management Team
one rep became defensive about customer satisfaction scores,
blaming metrics.
Rather than arguing,the manager acknowledged it's hard data to hear yet emphasized their strong relationship-building - an area they could leverage more through targeted client engagement.

(09:10):
Reframing criticism positively maintained motivation to problem-solve constructively.

A Manufacturing Plant Supervisor (09:16):
This supervisor struggled with delegation.
In a follow up meeting,the plant manager and direct reports collaboratively mapped responsibilities and accountabilities to new team roles aligned with each person's strengths.
Structured support over time helped the supervisor adopt a more empowering leadership approach.

An Insurance CSR (09:38):
This customer service rep had difficulty multitasking efficiently on phone calls.
Together they segmented tasks into action steps with associated support - a detailed script,
call flow diagram,shadowing experiences etc.
Breaking the goal into clear, manageable pieces stabilized performance during the adjustment period.

(10:03):
In each case,applying understanding of human psychology to the specific context helped individuals not just accept but truly internalize and apply feedback in a sustainable way.
This is the type of impact that becomes possible with feedback that is as insightful as it is situational and empathetic.
Conclusion As professionals aiming to drive meaningful change through guidance and development,

(10:28):
it's imperative we understand the significant limitations of treating feedback as a superficial exchange of information,
versus leveraging it as a catalyst for transformation.
Research across fields makes it clear that deeply entrenched behaviors don't shift through will or admonishment alone - they require addressing psychological needs,

(10:49):
practical support structures,and an appreciation of innate human tendencies throughout the adjustment process.
By viewing each individual holistically and customizing our approach accordingly,
feedback can become a leveraging point for the intrinsic motivation necessary to fuel real,
sustainable growth.

(11:10):
It's a matter of meeting people where they're at psychologically and logistically,
not where we wish them to be.
With empathy,research-backed strategies and an eye towards cultivating growth mindsets,
the full potential of feedback as a developmental tool can be realized.
An understanding of human factors,applied thoughtfully in context,

(11:33):
is what makes the difference between advice that resonates and that which ultimately rings hollow.