Leadership

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nIntroduction

nFeedback is a detailed response about a process or action collected and given to management or administration. Feedback is necessary and appropriate as it is an educative process for both the receiver and the sender. Feedbacks are important in improving communication from the bottom to top management, show and praise appreciation, gather information and maintain culture within an organisation (Goleman, Boyatzis, & McKee, 2013). A number of factors should be considered before giving feedback i.e. purpose of the feedback, the recipients, tools and approaches to be used. Various approaches are employed by different organisations to get feedback depending on the audience. The approaches chosen are in line with the issues being solved, culture of the organisation, logistical and practical considerations (Goleman, Boyatzis, & McKee, 2013). This paper seeks to discuss two popular approaches to attaining feedback and reasons as to why they dont work.

nEach feedback approach has diverse benefits, features and emphases but also share some characteristics. Most are transformational in that after their implementation they change an organisations values and culture. They also initiate and establish organizational dialogue hence improving an organizations functioning and agility. Feedback approaches develop individual and organizational skills including change management, team problem solving and leadership growth (Goleman, Boyatzis, & McKee, 2013). They also enhance engagement as it is involving hence individuals commit and engage to ensure success of an organisation. Top-down approach is one of the most common approaches used in getting feedback. This approach is whereby the top management handpicks the main concerns for clarification and elects some of the employees classified in focus groups to assist clarify the concerns (Cameron, 2013).

nIn the top-down approach, the employees do not develop and implement the feedback action plan. This limits employee involvement through the focus groups and controlled dialogue. This approach is characterised by some key features such as the leaders/top management are the ones who come up with the solutions after the feedback. It allows limited employee involvement. It communicates results of the feedback using mass methods e.g. through newsletters and webcasts (Cameron, 2013). This feedback approach is usually preferred by organizations that have identified key issues that cannot be easily solved by lower management. Organizations that have previously used top-down management culture and style and it has worked for them also prefer this approach. Its also preferred by organizations that dont have an elaborate organizational structure therefore there is little to no employee involvement (Cameron, 2013).

nThe bottom-up approach is another feedback approach method commonly used by various organisations. This approach has a distinct grassroots model, with the lower management of an organization being the directly involved in developing and implementing the feedback action plan and reports to a supervisor (Goleman, Boyatzis, & McKee, 2013). The group clarifies the concerns and strengths, recognizes priorities, and develops the feedback action plan (Cameron, 2013). If possibilities for taking action are exhausted by the bottom management they may refer the concerns to other levels of management. The top management only comes in and gets involved as the feedback action plan and reviewed results flow upward. The feedback facilitator presses for local action from the bottom management. A feedback steering team is used to integrate, review and approve the feedback results before implementation for better coordination and collaboration (Cameron, 2013).

nThis approach is characterised by key features including giving low management ownership for problem solving while still incorporating the top management/leadership. This approach also allows maximum involvement by employees (Goleman, Boyatzis, & McKee, 2013). This approach is highly favoured by organizations that have a coherent structure that allows for problem solving and group meetings (Cameron, 2013). Organisations that have an established culture which is aligned with employee ownership and involvement too tend to lean towards choosing the bottom-up approach. The top management should be committed to support the feedback process and solve problems where need be (Cameron, 2013).

nWhen properly done, top-down and bottom-down approaches are highly effective feedback tools. The feedback activity gives people a chance to give anonymous feedback that they may be uncomfortable to give. However there are instances where they may not work. Top-down approach may not work on certain issues to deal with role clarity, trust and empowerment in the organization (Cameron, 2013). This approach has limited employee involvement opportunities and the bottom management may be cowed and feel intimidated by their bosses. They may in turn provide feedback that is not precise. The bottom-up approach on the other hand may not also work if the feedback involves issues to deal with technical topics, competitive advantage and the organizations strategic focus and direction (Cameron, 2013).

n This is because this approach mainly focuses on active involvement of the bottom management and they may not be well familiar with the technical issues. The feedback therefore will not be evaluative and may fall short of the expectations (Cameron, 2013). There are also issues e.g. decreasing bureaucracies that affect the organization that may require a more coordinated and integrated effort from both management levels. Therefore relying on just one approach to get the feedback will lead to substandard feedback results (Goleman, Boyatzis, & McKee, 2013).

nConclusion

nThe two common feedback approaches i.e. top-down and bottom-up approaches are highly effective when used properly. Some organizations tend to use multiple feedback approaches in light that different approaches suit certain topics. Issues to deal with the organizations strategic direction are better suited using the top-down approach while issues to deal with clarifying of roles, trust and empowerment are better suited for the bottom-up approach (Cameron, 2013). Not properly analysing the feedback approach to be used may not give the proper feedback and the feedback approach used will not work if there is a mix-up of issues (Goleman, Boyatzis, & McKee, 2013).

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nReferences

nCameron, K. (2013). Practicing positive leadership: Tools and techniques that create extraordinary results. Berrett-Koehler Publishers.

nGoleman, D., Boyatzis, R., & McKee, A. (2013). Primal leadership: Unleashing the power of emotional intelligence. Harvard Business Press.