Since feedback in general, and 360° feedback in particular, is at the core of our company, Insights For You (and the backbone of our services), we spend a lot of time reflecting on the different types of feedback. In this short article, we will look specifically at the art of negative feedback—or perhaps we should call it corrective or constructive feedback—and its consequences. It has a negative ring to it, but when handled properly, it can actually become the kind of feedback that drives dramatic improvement.
As Strategic HR Management scholars, we will—as scholars often do—turn to research. In this case, we’ll mostly refer to the article “Benefiting from Negative Feedback” by Audia & Locke (2003) as the backdrop for this discussion. But can a more than 20-year-old article still be valid? Is it still relevant in today’s rapidly changing world? Based on our experience, we definitely believe so.
Hattie & Timperley (2007) describe feedback as one of the most powerful and influential factors for learning and achievement within organisations, and most of us can endorse that statement. Many organisations seek ways to design, implement, and sustain a feedback culture that is naturally embraced by individuals. Feedback is widely regarded as a key enabler of growth—an idea few would dispute. Numerous well-known and successful leaders advocate creating and maintaining a strong feedback culture, seeing it as the key to continuous improvement—for the individual, the team, and the organisation, both short- and long-term.
Many managers and leaders we’ve met over the years have described feedback, somewhat narrowly, as the process of informing someone that they have either performed well or need to improve—often phrased gently as positive-constructive feedback. But it can be so much more.
From our experience, and as echoed by many others, it is far easier to give someone positive and general feedback—a pat on the back and an encouraging word. Audia & Locke (2003) argue that “positive feedback flows more freely in organisations than negative feedback,” and we definitely agree. People are more inclined to give positive feedback, and the recipient is, of course, more likely to accept it. It doesn’t take much to give, it’s easy to receive—but what does it really provide in terms of individual development? Positive feedback is valuable and affirming, but it tends to be backward-looking—a recognition of past performance rather than a catalyst for future growth.
Evidence suggests that repeated exposure to positive feedback can actually have detrimental effects. A study by Audia et al. (2000) found that people who were frequently exposed to positive feedback often failed to recognize when their actions were no longer effective. The very success and praise they received in the past hindered further development. This aligns closely with the Icarus Paradox (Miller, 1990), where past success—reinforced by continuous positive feedback—can lead to overconfidence and ultimately decline. Just like Icarus flying too close to the sun, individuals and organisations risk falling when they rely too heavily on what once worked, without questioning or adapting.
In essence, a strength can become a weakness over time. Still, as Audia & Locke (2003) point out, positive feedback should not be dismissed—it can act as a catalyst for effective action, but it should be used in moderation.
To make feedback more developmental, it’s important to include a corrective or constructive edge. And this is where things become more difficult. Negative feedback comes with emotional and psychological challenges that can be hard to digest, described by Audia & Locke (2003) as obstacles that must be overcome in order to benefit from it.
Most people rarely seek negative feedback. But when they do, there are three main factors, according to Audia & Locke (2003), that influence their decision:
- The perceived usefulness of the negative feedback - how much value can be gained from it?
- The predicted threat to the self-image - how will the feedback affect how one feels about oneself?
- The anticipated impact on public image - how will others perceive me for actively seeking negative feedback?
Research shows that people weigh these factors before deciding whether to pursue negative feedback. It also shows that a person’s level of self-esteem and degree of self-doubt significantly affect both the likelihood of seeking feedback and how it is perceived—lower self-esteem and higher self-doubt reduce the chances of seeking it out.
Audia & Locke (2003) note that not all negative feedback is sought—it often appears spontaneously, whether in informal conversation, formal coaching dialogues, or from a colleague, customer, or other contact. Regardless of the situation, the recipient must extract meaningful insight to benefit from it.
Based on our experience, aligned with Audia & Locke’s (2003) findings, people assess the value and validity of feedback using three main questions:
- Who gave the feedback - Is this someone I trust and respect? Do they have relevant expertise?
- When was the performance observed - Did they see it firsthand? If not, what is their source?
- How was it delivered - Was it clear and actionable, or vague and confusing?
These three factors are vital. Imagine receiving negative feedback from someone you don’t trust, who didn’t witness your performance, and who delivers vague feedback. Are you likely to act on it? Probably not. You may even form a more negative view of the person providing it.
How one responds to feedback is a crucial part of the process. Several sources (e.g., Kluger & DeNisi, 1996; Taylor, Fisher & Ilgen, 1984) identify three typical responses:
- Accepting the feedback and making adjustments
- Rejecting the feedback and maintaining the current course
- Seeking more information to better understand the feedback
Your response is strongly influenced by the quality of the feedback and your trust in the source. Clear, specific feedback from a credible, well-intentioned person is more likely to be accepted—regardless of whether it’s positive or negative.
To summarise: Feedback in any form can be valuable. But how it is sought, evaluated, and responded to determines its overall impact.
In today’s work environment, where positivity is often encouraged and celebrated, it’s easy to overlook the fact that real growth rarely comes without challenge. While positive feedback plays an important role in reinforcing what works, too much of it—especially when it becomes repetitive or vague—can lead to stagnation and even diminish its value over time.
Negative feedback, on the other hand, tends to be more uncomfortable—for both the giver and the receiver—but when framed constructively and delivered with care, it can become a powerful enabler of change. In fact, according to a Harvard Business Review study, 92% of respondents agreed that negative or redirecting feedback, when given appropriately, is effective in improving performance. This reinforces what both research and experience show us: negative feedback, when handled well, supports learning and development in a way that positive feedback alone cannot.
Rather than avoiding difficult conversations, we should approach them with curiosity and clarity. If you’re receiving feedback, resist the urge to defend or rationalise. Ask clarifying questions, reflect, and consider what insights you can take with you. And if someone offers feedback to you, use the opportunity to actively engage in the feedback conversation, demonstrating that you value constructive input and encouraging the other person to grow in their ability to give effective feedback.
Ultimately, it’s not the nature of the feedback itself that determines its value—it’s how we choose to respond to it. When approached thoughtfully, even difficult feedback can become a meaningful tool for growth.
Is your organisation struggling to implement structured, consistent, and development-focused feedback processes? Do you need broader perspectives than the traditional manager–employee setup? Insights For You offers an easy-to-use app based on 360° feedback methodology, with built-in follow-up on the key behaviours that matter most for your specific role and organisation.
Audia, P. G., & Locke, E. A. (2003). Benefiting from negative feedback. Human Resource Management Review, 13(4), 631-646.
Hattie, J., & Timperley, H. (2007). The Power of Feedback. Review of Educational Research, 77(1), 81–112.
Audia, P. G., Locke, E. A., & Smith, K. G. (2000). The paradox of success: An archival and a laboratory study of strategic persistence following radical environmental change. Academy of Management journal, 43(5), 837-853.
Miller, D. (1990). The Icarus Paradox: How Exceptional Companies Bring About Their Own Downfall. New York: HarperBusiness.
Kluger, A. N., & DeNisi, A. (1996). The effects of feedback interventions on performance: A historical review, a meta-analysis, and a preliminary feedback intervention theory. Psychological Bulletin, 119(2), 254–284. https://doi.org/10.1037/0033-2909.119.2.254
Taylor, M. S., Fisher, C. D., & Ilgen, D. R. (1984). Individuals’ reactions to performance feedback in organizations: A control theory perspective. Research in Personnel and Human Resources Management, 2, 81–124
https://hbr.org/2018/05/the-right-way-to-respond-to-negative-feedback
