IIIerlok_Xolms/iStock/Getty Images Plus.
Ecmweb 26217 Feedback With Megaphone Iiierlok Xolms Istock Getty Images Plus
Ecmweb 26217 Feedback With Megaphone Iiierlok Xolms Istock Getty Images Plus
Ecmweb 26217 Feedback With Megaphone Iiierlok Xolms Istock Getty Images Plus
Ecmweb 26217 Feedback With Megaphone Iiierlok Xolms Istock Getty Images Plus
Ecmweb 26217 Feedback With Megaphone Iiierlok Xolms Istock Getty Images Plus

Sorting Out Feedback

Nov. 19, 2019
Beware of bad feedback

Feedback typically has many benefits, such as allowing management to better understand the real issues and challenges in the field and strengthen trust with the workers. But not all feedback is good.

Bad feedback can lead to bad decisions. And bad decisions can waste resources, reduce efficiency, reduce effectiveness, and increase downtime. They can even have negative effects on safety and the environment.

Sometimes, bad feedback happens because the person giving it lacks the skills to clearly define the problem, accurately collect relevant information, or correctly apply logic to what's known. Sometimes, bad feedback is deliberate; the employee seeks to manipulate management and game the system.

A prevention measure is for management to conduct brief training sessions, perhaps at the end of a safety meeting, in which one aspect of good feedback is addressed for a few minutes. This will help with the skills gap. To address the manipulation problem, managers must “trust but verify” and they must be trustworthy.

About the Author

Mark Lamendola

Mark is an expert in maintenance management, having racked up an impressive track record during his time working in the field. He also has extensive knowledge of, and practical expertise with, the National Electrical Code (NEC). Through his consulting business, he provides articles and training materials on electrical topics, specializing in making difficult subjects easy to understand and focusing on the practical aspects of electrical work.

Prior to starting his own business, Mark served as the Technical Editor on EC&M for six years, worked three years in nuclear maintenance, six years as a contract project engineer/project manager, three years as a systems engineer, and three years in plant maintenance management.

Mark earned an AAS degree from Rock Valley College, a BSEET from Columbia Pacific University, and an MBA from Lake Erie College. He’s also completed several related certifications over the years and even was formerly licensed as a Master Electrician. He is a Senior Member of the IEEE and past Chairman of the Kansas City Chapters of both the IEEE and the IEEE Computer Society. Mark also served as the program director for, a board member of, and webmaster of, the Midwest Chapter of the 7x24 Exchange. He has also held memberships with the following organizations: NETA, NFPA, International Association of Webmasters, and Institute of Certified Professional Managers.

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