The core of personality
Basically, one assumes that man has a largely invariable core, which is called a personality and which constitutes the individual. To this end, man has a set of abilities. This refers to equipment-based prerequisites for the provision of services.
Underperformance is understood as the acquired or acquired shares of the benefit. There are a number of other terms, preferably also in English. The essence, however, remains the same: We assume that man has a constant core that makes him and which we have to deal with with respect.
What people can change
In addition, there are shares that can be learned and changed, without the core of the person changing or changing. From the point of view of developmental psychology, this is certainly a discusative, because very simplified view, but it proves to be extremely practical for the world of feedback.
Basically and by definition, feedback is possible and useful for what someone is doing and for what someone can actually change, but not for how someone is. Of course this is only seemingly separated, but is sufficient for a pragmatic consideration.
Fundamental is the respect for the personality of the employee, which you can not comment on with feedbacks, evaluate and assess and certainly not change.
Such alterations, which unfortunately are not infrequent, and which are among the most dramatic errors in leadership, we are happy to demonstrate with the deliberately contemptuous term "Therapie light".
He wants to brand that the field of work on the personality has nothing to do with it Guide and that it is brutal and irresponsible to try and fool around here. Apart from the ethical dimension, people immediately and almost inevitably bring resistance if they try to train them in terms of the supposedly necessary personality optimization.
The clear steps of resonance feedback provide easy help. Anyone who adheres to this will work precisely on what can and should be dealt with in the sense of leadership.
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