feedback

Feedback That Works: How to Build and Deliver Your Message (J-B CCL (Center for Creative Leadership))
$11.95
Whatever level you occupy in an organization, from line manager to senior executive to team leader, the skill of giving meaningful and effective feedback is an important component to helping other people develop and to getting the job done. Creating and delivering a specific message based on observed performance is key to effective feedback. Your feedback should enable the receiver to walk away understanding exactly what he or she did and what impact it had on you. When the result is this specific and this direct, there is a better chance that the person getting the feedback will be motivated to begin, continue, or stop behaviors that affect performance. This guidebook explains how to deliver effective feedback by showing how to build your message, when to deliver it, and how to communicate it. By using the methods and examples in this guidebook, your feedback becomes a tool for development?for others and for yourself.

Behringer DSP1124P Digital 24-Bit Feedback Suppressor/Parametric Equalizer
$149.99
This is the second BFD I've purchased and it was for subwoofer EQ duties in a home theater. I have not kept up with the scene but I think this is still the one device that enthusiasts turn to when they want to beat their subwoofer's response into submission. It's so popular that Behringer discontinued it once but was forced to bring it back for sale. Combined with EQ Wizard and a decent instrumentation mic such as the Nady CM-100, you can get results that are far superior than the all-in-one sub EQ units from the expensive manufacturers.

The Power of Feedback: 35 Principles for Turning Feedback from Others into Personal and Professional Change
$21.95
What sends shivers of dread throughout the workplace more than knowing it's annual performance review time, when every failure is revisited and every flaw magnified? What about the dreaded 360 degree review, where one gets to face the criticism not only from the boss, but also from one's peers and subordinates? Ugh.

In this book, Folkman wants us to shift that paradigm by recognizing feedback, properly given, as one of the best gifts we can receive in the workplace. We need to accept feedback as a gift that it is and use that gift in shaping our future conduct.

The book is organized around a discussion of 35 principles, divided into nine chapters. I found the organization and the 35 principles to be a tad cumbersome -- so I'll focus on what I sensed were the main points. The first part of the book focuses on overcoming resistance to feedback. There were plenty of examples of individuals rejecting, rationalizing, attempting to explain away negative feedback instead of accepting and trying to understand it. Folkman encourages us to focus on the "pull" of feedback rather than the "push". The "push" is looking at the feedback as negative, as a horrible flaw that someone else is making us fix. The "pull" is looking at the opportunities and benefit that will derive to us if we fix the flaw. An easy example -- the doctor says you ought to lose weight. "Push" thinking is -- I can't anything good; I just get these small portions of bland veggies. This is torture. "Pull" thinking is -- this is great; I get to eat all of this healtful, nutritious food, I'm learning about portion control, and in a few months, all of those too-tight clothes in the back of my closet will look great on me, not to mention, my blood pressure will come down. This diet is really my ticket to a longer, happier life." Likewise, if someone can accept feedback as an opportunity to help pull them to greater career success rather than simply criticism, the value becomes apparent.

In addition to the discussion of overcoming resistance and learning to appreciate feedback as a gift, Folkman discusses how best to use the feedback as a development tool. Interestingly, Folkman suggests that unless feedback has identified what he calls a "fatal flaw," which obviously demands immediate attention, we are generally better served by trying to improve our strengths rather than trying to improve our weaknesses. Not a large percentage of folks have "fatal flaws" -- most of us are good at some things and less good at others. Folkman convincingly explains why we should focus on improving what we're already good at rather than improving areas of mediocrity.

Folkman recognizes that change is difficult, and it only occurs when the person wants to change (thus the importance of focusing on the pull rather than the push). Folkman discusses "companion behaviors" -- if one behavior is particularly difficult to change, work on certain collateral behaviors and as a first step.

One note -- if there is not undelying trust, the feedback process is much less valuable as a tool for improvement.

Overall, I liked the book and think it would be valuable for anyone preparing to deliver or receive a feedback session. It relied on research from "Gene Dalton, Louis Barnes, and Abraham Zalzenik" throughout the text; it would have been more compelling if the research were from multiple sources.

Feedback
$10.99
WE ORDERED THE MOUSE AND HOUR OR SO LATER RECEIVED AN E-MAIL FROM AMAZON THAT IT HAD BEEN SHIPPED. TWO DAYS LATER RECEIVED THE MOUSE AND STARTED USING SAME. PRICE WAS GOOD AND DELIVERY WAS FAST. ALWAYS HAVE GOOD SERVICE FROM AMAZON..