Eliciting Advice Instead of Feedback Improves Developmental Input
研究发现，相比要求员工提供“反馈”，要求他们提供面向未来的“建议”能产生更具体、可操作的发展性意见，有助于提升工作绩效。
Most organizations encourage employees to provide feedback to one another to support learning, personal growth, and career advancement. However, employee feedback often fails to improve performance because it lacks concrete, specific guidance. We provide a temporal explanation for why workplace input processes routinely fail to produce valuable and concrete developmental insights: they are insufficiently focused on the future. In this paper, we theorize and demonstrate that encouraging input providers to think about the future leads them to produce more concrete developmental input. Across a large scale, preregistered field experiment (n = 27,432 comments) and two laboratory studies (n = 806), people provide more concrete and actionable developmental input when they are prompted to provide future-looking “advice” rather than “feedback,” a common method of soliciting input in organizations. The effect of soliciting advice on input concreteness was mediated by providers’ future focus. Moreover, in a follow-up study, such concrete input was assessed by independent raters as more useful. These findings highlight the role of temporal orientation in driving the content of developmental input. In doing so, our data suggest that individuals and organizations have the potential to promote higher-quality developmental input by attending to the temporal orientation that their input systems encourage. This paper was accepted by Isabel Fernandez-Mateo, organizations. Funding: Funding for the laboratory experiments was provided by Harvard Business School. Supplemental Material: The supplementary appendix and data files are available at https://doi.org/10.1287/mnsc.2022.03207 .