Managers are often caught in a bind between conflicting pressures, with no apparent “perfect” solution. For example, consider a behaviorally aware manager who accepts the need to provide performance feedback to employees. While practicing the guidelines for effective feedback, however, the manager discovers that employees often experience a profound face-saving issue—they hear that their actual performance is not as good as they had perceived it to be. Upon hearing this, some become stoic and quiet, others cry, and a few become overtly angry, hostile, and verbally abusive.
After reflecting on this situation, the manager poses a general question: “Is it ethical for managers to share their honest perceptions of employee performance, at the risk of hurting them?” What do you think?
