Understanding Biases in Feedback Recipients: Why Negative Feedback Isn’t Always Taken Well

Feedback is essential for growth, but negative feedback often triggers a range of difficult reactions, from defensiveness and denial to avoidance. So, why does criticism—so necessary for development—stir up such strong emotions? The answer lies in several psychological biases that shape how we process feedback. Here’s a closer look at these common biases in feedback recipients and tips on how to manage them to turn feedback into a growth tool.

1. Cognitive Dissonance: “The Inner Tug-of-War”

Most people see themselves as good at their jobs and worthy of their roles. From sales leaders to CEOs, people typically believe they’re competent and capable. So, when feedback contradicts this self-image, it creates a kind of inner conflict known as Cognitive Dissonance. This is the mental discomfort we feel when faced with information that challenges our beliefs or self-perception. When negative feedback hits, it conflicts with our positive self-image, forcing us to consider two possibilities: Are we as good as we think, or do we have shortcomings we’ve overlooked?

To resolve this discomfort, people often lean one of two ways: they either accept the feedback and adjust their self-perception, or they dismiss the feedback as irrelevant, inaccurate, or even biased. This is why someone might brush off feedback with a statement like, “They don’t really understand my role,” or “They’re just being unfair.”

How to manage it: Start by acknowledging that discomfort is a natural reaction. Instead of letting it push you to dismiss the feedback, use it as a signal to pause and reflect. Ask yourself, “What part of this feedback might be valid?” Regular feedback from peers and leaders can help you align your self-image with actual performance, ensuring that you’re not just aiming to feel good about your work but to actually grow in it.

2. Self-Serving Bias: “Success? That’s Me. Failure? That’s Them.”

Think about the last time you got recognized or promoted. You probably thought, “I earned this because I’m good at what I do.” Self-Serving Bias is the tendency to credit ourselves for our successes and attribute failures to external factors. This bias can become a default when receiving feedback: if it’s positive, we’re likely to take full credit, while negative feedback is more likely to be explained away by “unfair treatment” or “circumstances beyond control.”

For example, a job applicant might attribute getting hired to their skills and hard work but blame an unsuccessful interview on “irrelevant questions” or “a biased interviewer.” This self-serving perspective not only shields people from taking responsibility for mistakes but also makes growth difficult. Why would you work on a skill if you believe the problem is always external?

How to manage it: When you receive negative feedback, make it a habit to ask, “Is there one area here I can improve?” Adopting a mindset of self-reflection can lessen the self-serving bias and help you learn from setbacks. Even acknowledging small areas for improvement can make a big difference in fostering genuine growth.

3. Negativity Bias: “Remembering the One Critical Comment Forever”

We all have a natural tendency to focus on negative experiences more than positive ones—a tendency known as Negativity Bias. This is why negative feedback sticks with us longer than praise. You might forget a dozen compliments, but that one piece of criticism can linger in your mind, overshadowing all the positive feedback.

Evolutionarily, this bias made sense: our ancestors had to remember negative experiences (like dangerous animals or poisonous plants) to survive. But in the modern workplace, this bias can make feedback discussions feel like major setbacks, with negative comments overshadowing positive contributions. It’s not uncommon to replay a negative remark in your mind long after it was given, even when it’s balanced by praise.

How to manage it: To counter the Negativity Bias, make a conscious effort to remember positive feedback and successes alongside constructive criticism. Keeping a log of achievements and positive feedback can help you maintain a balanced perspective and prevent negative feedback from feeling overwhelming. By viewing feedback in its entirety—positive and negative—you can foster a healthier mindset.

4. Dunning-Kruger Effect: “Believing You’re Better Than You Are”

If feedback is so crucial, why don’t underperformers actively seek it? The Dunning-Kruger Effect may be the answer. This cognitive bias occurs when people with limited knowledge or skills in an area overestimate their competence. People who lack experience may genuinely believe they’re highly capable, while experts tend to have a more accurate view of their abilities.

This lack of awareness makes giving feedback to low performers challenging, as they may not realize they have gaps to work on. It’s not that they’re ignoring the feedback on purpose; they simply lack the perspective to see their own limitations. Ironically, the Dunning-Kruger Effect means the people most in need of feedback may be the least likely to recognize its value.

How to manage it: Developing self-awareness requires actively seeking feedback, even if you think you’re already doing well. Reach out to colleagues who excel in areas you’d like to improve, and use their insights to build a more accurate understanding of your skills. The more feedback you gather, the less likely you are to fall into the Dunning-Kruger Effect and the more open you’ll be to areas for improvement.

In the end, feedback is one of the most valuable tools we have for growth, yet our biases can make it challenging to receive it openly. By recognizing these biases—whether it’s Cognitive Dissonance, Self-Serving Bias, Negativity Bias, or the Dunning-Kruger Effect—we can turn feedback into a meaningful pathway for self-improvement rather than a source of discomfort.Build a culture of feedback using research backed insights