Example of Negative Feedback, Evaluation of Results and Professional Evaluation

Negative feedback is anything that conveys a negative reaction to the behavior, character, feelings, motives or any other characteristic of a person or to the effects that person has produced.
When you have a negative reaction towards another person, you must decide whether or not to communicate that reaction and decide how to communicate it in the given case. The potential effects of giving it must be predicted and depend on the way the message is conveyed.
The questions to decide whether to give it or not are:
What is the quality of my data? The problem has to do with feelings, attitudes, motives, etc. It is a hypothesis or assumption. How important is the problem compared to the positive contributions of that person? Who has caused the problem? Do I have a duty to correct that? To what extent do I have "moral authority" to criticize this behavior? What alternatives do I have to handle this problem? What are the potential risks and benefits of each alternative?
When you decide to give negative feedback, it is good to contrast your opinion with that of other people who are less personally involved and have enough information to give a better opinion objective.

In most cases, by giving negative feedback we are trying to influence, change the behavior of the other person. Therefore, when someone receives the message and does not agree with it, we feel defeated and angry and it could lead us to negative behaviors and a cycle of mutual aggression. Before giving it, we must accept the possibility of having made a mistake and listen to the other person's point of view.
The potential reaction depends more on the content of the message than on its form.
Managers give negative feedback during regular performance review meetings. The degree to which they help the subordinate to work better and produce better results depends on the manager's ability to give and receive negative feedback.
When giving negative feedback, it is necessary to adapt to the characteristics of each subordinate, we are not all the same or react in the same way.
In different cultures, positive and negative feedback are given differently. For the international executive it is very important to learn to know and interpret them.
With negative feedback, it is necessary to be prudent and generous with positive feedback.
It is very important to pay attention to the formal and informal feedback that others give us. In most cases it is not easy to listen to criticism and it is likely that we react defensively, we must learn to control that reaction and obtain useful information. Regardless of the validity of the feedback, the fact that the person who gave it to us thinks it is valid should not be ignored. We must develop the capacity for self-evaluation, which requires judging oneself in three aspects: technical and human skills and the relational situation. It is not easy to get to know each other but we must learn to pay attention to the internal data that only we know ourselves as the deepest feelings and desires.