When I hear people talking up their policy of > “encouraging harsh feedback” and subjecting workers to “intense and awkward” real-time 360s ... I can't help but think how much a review there sounds like a capitalist version of a Maoist "struggle session" (see https://en.wikipedia.org/wiki/Struggle_session ). The point of a struggle session wasn't to build people up; it was to tear them down. A culture where the way y…
The Feedback Fallacy
11–20 of 68 posts
Re: The Feedback Fallacy
#12When I hear people talking up their policy of > “encouraging harsh feedback” and subjecting workers to “intense and awkward” real-time 360s ... I can't help but think how much a review there sounds like a capitalist version of a Maoist "struggle session" (see https://en.wikipedia.org/wiki/Struggle_session ). The point of a struggle session wasn't to build people up; it was to tear them down. A culture where the way y…
I would be ok with harsh feedback if that were acceptable also upwards and taken seriously. But most of the time it only goes down or sideways. Feedback up the chain is not being taken seriously.
https://www.ribbonfarm.com/2009/10/07/the-gervais-principle-...
Re: The Feedback Fallacy
#13> Adding up all the inaccurate redness ratings—“gray,” “pretty gray,” “whitish gray,” “muddy brown,” and so on—and averaging them leads us further away both from learning anything reliable about the individuals’ personal experiences of the rose and from the actual truth of how red our rose really is. I don't understand this comment. How does averaging noisy signal, even systematically noisy signal, result in somethin…
Re: The Feedback Fallacy
#14Earlier quoted context omitted.
Ever since I read McKinsey's "in search of excellence" I've been a bit skeptical of these sort of "to run your company better just follow this one weird trick" pieces. The book when I read it was quite convincing, but when I read the results of the companies cited as "excellent" by the book later on, about half had gone bankrupt or otherwise ceased trading! https://en.m.wikipedia.org/wiki/In_Search_of_Excellence
GE and Jack Welch come to mind. For a long time they were held up as an example of good management but somehow this didn’t result in a long term healthy company.
Re: The Feedback Fallacy
#15> Adding up all the inaccurate redness ratings—“gray,” “pretty gray,” “whitish gray,” “muddy brown,” and so on—and averaging them leads us further away both from learning anything reliable about the individuals’ personal experiences of the rose and from the actual truth of how red our rose really is. I don't understand this comment. How does averaging noisy signal, even systematically noisy signal, result in somethin…
The author is arguing that the real signal is zero and the systematic error is large, so you will always end up converging on a repeatable but useless value. Technically, taking only one sample could have gotten you closer because there is a 50% chance that the random error would have gone in the opposite direction to the systemic error, although the author is wrong to phrase that like it's some kind of advantage, be…
Re: The Feedback Fallacy
#16Re: The Feedback Fallacy
#17> Adding up all the inaccurate redness ratings—“gray,” “pretty gray,” “whitish gray,” “muddy brown,” and so on—and averaging them leads us further away both from learning anything reliable about the individuals’ personal experiences of the rose and from the actual truth of how red our rose really is. I don't understand this comment. How does averaging noisy signal, even systematically noisy signal, result in somethin…
The author is arguing that the real signal is zero and the systematic error is large, so you will always end up converging on a repeatable but useless value. Technically, taking only one sample could have gotten you closer because there is a 50% chance that the random error would have gone in the opposite direction to the systemic error, although the author is wrong to phrase that like it's some kind of advantage, be…
> When a feedback instrument surveys eight colleagues about your business acumen, your score of 3.79 is far greater a distortion than if it simply surveyed one person about you—the 3.79 number is all noise, no signal.
Which implies to me that they believe there is signal there, but that it goes away when aggregated?
Re: The Feedback Fallacy
#18Here's a no JavaScript version of the article that reduces the page size by 99% - from 2.78 MB to 35 KB: https://beta.trimread.com/articles/770
Re: The Feedback Fallacy
#19Earlier quoted context omitted.
GE and Jack Welch come to mind. For a long time they were held up as an example of good management but somehow this didn’t result in a long term healthy company.
If you're hearing about good anything, you're hearing about good marketing. ;)
Re: The Feedback Fallacy
#20Here's a no JavaScript version of the article that reduces the page size by 99% - from 2.78 MB to 35 KB: https://beta.trimread.com/articles/770