The Science of Feedback: Creating a Growth Culture
- Rohan Jain
- 6 พ.ย.
- ยาว 5 นาที
Can I give you some feedback?
For most people, these are some of the most dreaded words in the workplace. Hearing them can instantly trigger a defensive reaction. We brace for criticism, our minds racing to justify our actions, and our heart rate starts to climb.
This common employee feeling of anxiety is a clear sign that something is fundamentally broken in how we communicate at work. But what if we've been looking at feedback all wrong? What if, instead of being a tool for pointing out flaws, it could be the most powerful engine for personal and organizational growth?
The secret lies in understanding the science of how our brains react to feedback and using that knowledge to consciously create a culture of growth. This is a true feedback culture, where constructive feedback is seen not as a threat, but as a gift. It is a place where communication fuels continuous improvement, unlocks potential, and directly boosts employee satisfaction.
Why Feedback Can Feel Like a Threat: The Brain Science 🧠
Our strong, often negative reaction to feedback is not a sign of weakness; it is a matter of biology. When we receive feedback that we perceive as negative criticism, our brains can react as if we are facing a real physical threat.
The amygdala, our brain's ancient alarm system, can take over in what is often called an "amygdala hijack." This triggers a "fight-or-flight" response, flooding our bodies with stress hormones like cortisol. In this state, the logical, thinking part of our brain (the prefrontal cortex) essentially shuts down. It becomes nearly impossible to listen, learn, or think rationally. We become defensive, and the conversation is over before it has even truly begun.
On the other hand, when feedback is delivered well, it can activate the brain's reward system, releasing dopamine, the chemical that makes us feel good and motivated. The goal of effective feedback is to bypass the threat response and activate this reward system. This is where psychological safety plays a crucial role.
Psychological safety is a belief that one will not be punished or humiliated for speaking up with ideas, questions, concerns, or mistakes. When people feel safe, they can receive feedback without their brain sounding the alarm. This allows them to stay open, process the information, and see it as a tool for growth, making it the absolute cornerstone of a healthy feedback culture.
How to Give Feedback That Fuels Growth: A Guide for Leaders
Giving feedback is a skill, and like any skill, it can be learned and improved. For leaders and managers in Thailand, it requires a mindful approach that respects cultural nuances. This is a far better management practice than relying on dreaded annual performance reviews, which are often too little, too late.
1. Create Safety and State Your Positive Intent
Before you say anything, create a safe environment through open communication. Start by stating your positive intent clearly. Instead of jumping in with, "Here's what you did wrong," try framing it with care: "I'm sharing this because I believe in your potential and want to see you succeed." This simple shift can prevent the brain's threat response, showing that you are invested in their growth, not just criticizing a short term mistake.
2. Make it Timely and Specific with the SBI Model
Vague or delayed feedback is unhelpful. Comments like "You need to be more proactive" leave the employee confused. Likewise, saving up feedback for a quarterly review means the details are forgotten and the opportunity for immediate improvement is lost.
Instead, provide feedback as close to the event as possible. Use a simple, proven model like Situation-Behavior-Impact (SBI) for clarity.
Situation: Describe the specific time and place. ("During the team meeting this morning...")
Behavior: Describe the exact, observable behavior. ("...you presented the data for the Q3 forecast.")
Impact: Describe the impact the behavior had on you or the team. ("The way you clearly explained the trends helped everyone understand our priorities.")
This model removes judgment and focuses on concrete facts from your day to day work. It makes constructive feedback easier to hear and act upon, turning it into a useful tool rather than a personal attack.
3. Focus on the Future, Not Just the Past
While feedback is about past events, its true purpose is to improve the future. After discussing an issue, pivot the conversation toward solutions. This also helps with time management, as you are spending time on productive planning rather than dwelling on problems.
Ask coaching questions like:
"What could we do differently next time?"
"What support do you need from me to handle this situation in the future?"
This approach turns a critique into a collaborative problem-solving session, which increases employee engagement and empowers them to take ownership of their development.
The Other Side of the Coin: How to Receive Feedback
Building a great feedback culture is a two-way street. It is not just about learning how to give feedback; it is also about learning how to receive feedback gracefully. Listen without interrupting. The goal is to understand, not to immediately defend yourself. Ask clarifying questions to make sure you know what is being said. Most importantly, always say "thank you." Acknowledging the person's courage to speak up encourages them to do it again in the future.
Navigating Feedback in a Thai Cultural Context
In Thailand, the concept of ความเกรงใจ (kreng jai), or extreme consideration for others' feelings, can make giving direct feedback a significant challenge. However, this does not mean feedback is impossible. It simply needs to be framed correctly to avoid a negative employee feeling.
Instead of seeing it as criticism, frame feedback as an act of caring and support (การให้ด้วยความหวังดี - giving with good intentions). It is a way of helping a valued team member grow. Using a softer, more indirect approach and ensuring it is always done in private can make all the difference.
For example, instead of a direct critique, you could say, "Nong [Name], I really appreciated your effort on that report. I have an idea that might make the next one even more impactful for the client. Do you have a moment to brainstorm with me?" This approach respects cultural norms while still achieving the desired outcome.
Conclusion: Feedback is the Fuel for Growth
Building a growth culture does not happen overnight. It starts with leaders who are brave enough to rethink their approach to feedback. By understanding the brain science, creating psychological safety, and using practical models, feedback can be transformed from a source of fear into the ultimate tool for talent management and development.
When feedback becomes a normal, supportive part of your organizational culture, you unlock the full potential of your team. This not only improves performance but also drives genuine employee satisfaction, innovation, and loyalty for years to come.
Partnering with Hyperwork
Creating a feedback-rich, high-growth culture is a complex journey. At Hyperwork, we specialize in helping companies in Thailand develop the leadership skills and HR strategies needed to build highly engaged and effective teams.
From training your managers in advanced feedback techniques to helping you implement performance management systems that foster growth, we are your strategic partner in building a workplace where people thrive.
References
Center for Creative Leadership. (n.d.). SBI: A tool for delivering clear, specific feedback. https://www.ccl.org/articles/leading-effectively-articles/sbi-a-tool-for-delivering-clear-specific-feedback/
Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350–383.
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