Beyond the Rear-view Mirror: Why 'Feedforward' is the Future of Development
The Paradox of Feedback
The term "feedback" suggests an echo. A signal bouncing off the past and returning to the present. While universally accepted as a tool for improvement, traditional feedback often suffers from a fundamental flaw:
It forces us to revisit an event, decision, or behaviour that is already complete. This backward focus inevitably triggers defensiveness, ego protection, and the instinct to justify actions, diverting energy away from actual change. We spend time litigating what was, instead of designing what will be. Isn’t it the time to discontinue this phrase which hosts rather a negative view?
Especially once you start a conversation with such an undesirable opening. By the way positive or negative feedback expressions does not rarely relax the environment any way. Don’t forget with feedback, destructive language is already, implicitly hidden in the session.
Why Feedforward Works: The Psychology of Action
Feedforward shifts the psychological frame from "judgment" to "coaching." Here are the three primary reasons why this simple linguistic shift creates profound behavioural change:
1. Eliminates the Ego Barrier
You cannot change the past. When someone points out a
historical mistake, the only defence mechanism available is argument. Feedforward,
however, doesn't require a defence. It is purely hypothetical and aspirational.
"For your next client meeting, what's one new tactic you could try to
ensure they feel heard?" By bypassing historical critique, you empower the
recipient to focus solely on possibilities.
2. Is Inherently Actionable
Feedback is often descriptive ("Your report was too
dense"). Feedforward is prescriptive ("make your next report
more data based, ensure every section starts with a clear summary
sentence."). It provides tangible tools and behavioural nudges that the
recipient can immediately apply to the next project, interaction, or deadline.
It moves the conversation from abstract assessment to concrete execution.
3. Fosters a Growth Mind-set
The act of giving feedforward is an embedded
declaration of belief in the recipient's ability to succeed. It transforms a
performance review into a development plan. It encourages a growth mind-set by
reinforcing that performance is not a fixed trait, but a series of future
choices that can be adjusted and improved upon.
How to Implement Feedforward
(A Quick Guide)
To make Feedforward a core practice, we must change
both how we ask for input and how we give it.
A. Providing Feedforward:
Be Specific: Never generalize. Focus on a specific task or
context. (e.g., "Next time you launch a product, what data point will you
check first?")
Use Active Verbs: Focus on doing. (e.g., "Try starting
with a clear agenda," or "In future meetings, better understand the
client's non-verbal cues.")
Focus on Behaviours, Not Personality: The advice must relate
to a controllable action, not an innate characteristic.
Choose a peaceful environment: Generally speaking classical
management prefers the mighty offices. They feel comfortable and untouchable.
However feedforward is to care for the person in front of you. Make sure that
you handle both their minds and hearts.
B. Asking for Feedforward:
Ask Future-Oriented Questions: Never ask "How did I
do?" Ask: "What is the single most important thing I can do in the
next week to improve?"
Limit the Request: Ask for one or two actionable items,
rather than a general critique. This makes the advice higher quality and easier
to implement.
Conclusion
Feedforward is more than just a buzzword; it’s a
necessary upgrade to how we coach, mentor, and build high-performing teams. By
trading the passive analysis of the past for the proactive design of the
future, we replace defensiveness with drive, turning every interaction into an
opportunity for immediate, positive influence.
Are you ready? Let’s go for it.
