Organizational Consultation XXVI: Feedback (Part Three)

Organizational Consultation XXVI: Feedback (Part Three)

I have provided summary statements in the following chart regarding ways in which both deficit and appreciative approaches contribute to or distract from each of the twelve functions served by feedback systems in contemporary organizations. Using this summary analysis as a foundation, I will describe appreciative feedback processes in this essay that fulfill many if not all the twelve functions I identified in a previous essay and will link appreciative feedback strategies to the overarching goal of fully releasing the human capital that is to be found in every organization.



The Functions of Feedback and Appreciation

The Feedback Function                Deficit-Model                               Appreciative Model


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William BergquistWilliam Bergquist, Ph.D. An international coach and consultant in the fields of psychology, management and public administration, author of more than 50 books, and president of a psychology institute. Dr. Bergquist consults on and writes about personal, group, organizational and societal transitions and transformations. His published work ranges from the personal transitions of men and women in their 50s and the struggles of men and women in recovering from strokes to the experiences of freedom among the men and women of Eastern Europe following the collapse of the Soviet Union. In recent years, Bergquist has focused on the processes of organizational coaching. He is coauthor with Agnes Mura of coachbook, co-founder of the International Journal of Coaching in Organizations and co-founder of the International Consortium for Coaching in Organizations.

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