Actionable feedback: Unlocking the power of learning and performance improvement

By M. Cannon, Robert Witherspoon. 2005

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The Science of Training and Development in Organizations (2012, background): “Practice is most powerful when combined with timely, constructive, and diagnostic feedback, particularly when the feedback is actionable and task focused (Cannon & Witherspoon, 2005; Kluger & DeNisi, 1996).”
Financial constraints in innovation projects: When is less more? (2008, background): “…self-efficacy (Bandura, 1977), team potency is also more likely if team members have successfully mastered challenging assignments before or receive early positive feedback from each other or from outside the team regarding their task strategies and progress (Cannon and Witherspoon, 2005).”
Leader development and the dark side of personality. (2011, background): “…& McDonald, 2003), prior research also indicates that its effectiveness can be moderated by recipient personality characteristics such as cynicism (Atwater, Waldman, Atwater, & Cartier, 2000) and overconfidence (Cannon & Witherspoon, 2005), both of which are closely related to subclinical traits.”