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1. THE POWER OF FEEDBACK
35 Principles For Tunning Feedback
From Other Into Personal and Professional Change
Program Doktor
Ilmu Manajemen
Maizar Radjin
Jiseph R. Folkman

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Jiseph R. Folkman
Rather than accept criticism, we
tend to denounce not only what is
said, but those who say it
Asking others for input their
expectation that you will
change a positive way
If you receive feedback but do not change
for the better, you will perceived more
negatively than if you had not received
feedback.
You will not change what
you not believe needs to
be changed
All perceptions are
real, at least to those
who own them
Maizar Radjin

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Jiseph R. Folkman Maizar Radjin
To change the impression
another person has of you, you
must change your behaviour
Balancing your normal but counterproductive
reactions to feedback is essential in effectively
dealing with feedback
The Process of chance
begins with accepting
the feedback given
Other see us
differently than we
see ourselves
Once people form an impression, they
are not as open to information that
contradicts the original impression
Jiseph R. Folkman

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Maizar Radjin
The feedback we receive reflects how
others really feel about us and our
performance
When we provide feedback, we tend
to base our perception on our
performance and personality
We tend to perceive the reasons for our own
failure as having to do with the situation, but we
see failure in others as having to do with their
effort, ability, knowledge or character One way of improving a
skill is to improve your
performance skills
Change is only easy when you combine a
hog level of community with a low
degree of difficulty
Jiseph R. Folkman

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Maizar Radjin
Involving others in your efforts
to change increases the
likelihood that change will occur
Over time, people tend to maintain the same
leave of performance that they had when they
first mastered their job
To maintained a perception of
high performance, you must
change over time
Average, managers are not good enough to
make a significant impact on employee
satisfaction an motivation.
Everything you
do makes a
difference
Jiseph R. Folkman

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Maizar Radjin
Doing something well has
dramatic impact on
perceived effectiveness
The most critical skill in making change
based on feedback is deciding what
specific issue to work on first
Issues dealing with things are
easier to change than issues
dealing with people
Most people believe that to improve,
they have to eliminate their rather
than build on their strengths
A critical step in personal change is to change the
strategies, structures, and system that support or
reinforce the behaviour you desire to change
Jiseph R. Folkman

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Maizar Radjin
Changing behaviour
often requires changing
core beliefs.
Close observation of others who have
demonstrated skills will help you develop
the same skills
Redefining negative feedback in a
positive light creates increased
motivation to change
Those things we persist in doing
eventually change our feelings
and appetites
Rewarding successive approximations of
desired new behaviour increases the
likelihood of acquiring the new behaviour
Jiseph R. Folkman

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Maizar Radjin
Increasing your knowledge and skill base,
especially in new technologies, will make
your efforts to change more effective and
increase your self-confidence
For many changes, you can increase the
likelihood or positive change by
persuading others to change with you
Changes that last are those that feel
natural and consistent with our care
character and personal style
Lasting change often require
implementing new system or
structure
You can only make significant life changes if you
have the necessary desire, strength and
motivation to cause those changes to happen
Jiseph R. Folkman