Feedback, like feedforward, is designed to improve behavior to make it easier to achieve the intended goals. However, both ways of communication are based on other mechanisms. Feedback is a reactive analysis of the past, the so-called "wisdom after harm", while feedforward encourages insight into the future and thus minimises the risk of error.
If companies want to keep up with the dynamically changing business environment, they must make changes in the functioning of the organization. The most important factor in effective change is proper communication and feedback by colleagues on the work done.
Communication can take place according to one of two models: feedforward or feedback. The first is feedback based on what can be improved in the future to avoid making the same mistakes. It is not focused on negative aspects, it is neutral in this respect.
On the other hand, the generally functioning in Polish feedback companies provides knowledge about how the operation is assessed by the environment. It can have both positive and pejorative effects. However, it is more often perceived as negative and evaluative, so it is worth considering replacing it with feedforward.
We look to the future
The author of the feedforward concept is Professor Marshall Goldsmith, who saw the need for a change in communication. His idea agrees with saying "what happened is not going to happen." This tool is appreciated because it does not focus on the past, on what has already happened. More attention is directed at endless possibilities that may occur in the future. Accurate guidance on solutions to problems on the occasion of subsequent projects results in increased efficiency of work in the company.
We support participation
Workers like to be aware of their real involvement in the creation of the company. Feedforward allows them to do so because it supports their participation. This way of communication focuses on concrete actions, not people. That's a very important advantage.
Argumenting your own opinion on the basis of general principles or stereotypes is not convincing, and in many situations it may even be injurious. The application of proactive anticipation of the future helps to strengthen partnerships based on mutual respect, no matter how high the level of information is.
We minimize stress
Managers know very well how difficult it is under time pressure to find the best solutions and at the same time maintain a friendly atmosphere. Stress resulting from negative evaluation of tasks that can no longer be improved can cause frustration, and feedforward helps minimize it. This reduces the risk of conflict.
Most people refuse to criticize others for fear of compromising their relationship. They assume that it is better not to express their opinion at all than to admit that it is negative. However, the comment on the future has no negative effect. It encourages you to join the dialogue, and the visualization of success itself increases the chance to refer it.
For whom feedforward
This method is for everyone. Anyone who has participated in the project may participate. Also a lower person with internship and position can give feedback to the entire department, and thus share with it their ideas and useful information on the effectiveness of procedures and processes.
Feedforward does not require employees to know about individual individuals in the team. All that matters is good ideas for doing the job.
Barriers for feedforward
Various problems can be encountered when using a feedforward approach. One of the major issues is the habit of managers not to concentrate on what went wrong. Organisational culture is also important, which determines how managers communicate with subordinates. Some organizations use a system of employee ratings to provide feedback, which contradicts the idea of feedforward.
Feedback goes away into oblivion
In theory, constructive feedback is to focus on performance, not on man. However, usually all feedback is received personally and perceived as a personal attack. The interviewer’s taking this as a criticism can permanently demotivate him to take initiatives. This is the biggest fault of feedback, which does not occur in feedforward.
The improvement of work by examining the future is becoming increasingly popular. It is used to strengthen and sometimes even replace positive and negative feedback.
Regardless of the choice of communication, leaders should pay attention to an important aspect, namely that even negative information preceded by an indication of the advantages of a given situation can be taken neutrally.