The Impersonal Touch: Improving Feedback-Giving with Subtle Depersonalization

In this era of knowledge work, employees seeking to develop depend on those around them to highlight their weaknesses and provide constructive criticism. However, would-be feedback-givers are often reluctant to share such critical insight, fearing the relational consequences or conflict that may result. In this paper we consider the relationship between psychological distance and feedback-giving. In contrast to prior research suggesting that psychological closeness should enhance feedback giving by providing a relational buffer from its negative consequences, we propose that psychological distance will improve feedback delivery. Across two studies drawing from the field and the lab, we find that feedback givers who feel more psychologically distant from the recipient are less concerned about harming their relationship and provide more and more specific feedback. These findings offer a new perspective of psychological distance in the workplace by showing when it may be a force for good.