A person's negative feedback often comes from their own fear. The person tries to protect their own position. This behavior is not about the other person's work.
By Pawan Nayar · from the LLOS AI Learning record
A person's negative feedback often comes from their own fear.
The person tries to protect their own position. This behavior is not about the other person's work.
A manager's harsh feedback is often not about the employee's work. It is about the manager's own status. The manager feels their position is in danger. The manager tries to make themselves feel more important. The manager does this by making an employee feel less important. This is a power play, not a helpful correction.
A manager gives very critical feedback on a developer's project. The feedback is harsh and personal. The developer feels attacked. The manager is actually worried about their own job. The manager sees the developer's good work as a threat. The manager tries to make the developer feel small. This makes the manager feel more powerful.
Resolved from this lesson's own record — real definitions, not invented for this page.
More from the same record, pulled by shared topic — not written new for this page.
Conflict is not a sign that a friendship is failing. It shows that people care enough to discuss important issues.
Many people worry about asking questions. They fear looking like they do not know enough.
A person can become a 'social detective'. This means a person actively looks for clues in social settings.
An 'I feel' statement changes the focus. It moves from blaming another person to describing one's own emotion.
A person's negative feedback often comes from their own fear. The person tries to protect their own position. This behavior is not about the other person's work.