By Grainne Matthews
If you are interested in improving performance (whether it be safety or any other dimension of workplace performance such as quality, productivity, or leadership), you probably think of feedback as one of the essential components of any program you plan to implement. For example, in behavioral safety, observation and feedback is often said to be the heart and soul of the process.
And, in leadership development, individual coaching that includes feedback on critical leadership practices is the basis for most programs. Efforts to improve quality or productivity, to reduce waste or downtime, or to enhance customer service typically all include feedback. Is this feedback really necessary?