Why Asking for Advice Is More Effective Than Asking for Feedback

Jaewon  Yoon; Hayley  Blunden; Ariella  Kristal; A.V.  Whillans

Editorial | Harvard Business Review (website) | September 20, 2019

Why Asking for Advice Is More Effective Than Asking for Feedback

by Jaewon Yoon, Hayley Blunden, Ariella Kristal and A.V. Whillans

Abstract

Conventional wisdom says you should ask your colleagues for feedback. However, research suggests that feedback often has no (or even a negative) impact on our performance. This is because the feedback we receive is often too vague—it fails to highlight what we can improve on or how to improve. New research suggests a better approach. Across four experiments—including a field experiment conducted in an executive education classroom—researchers found that people received more effective input when they asked for advice rather than feedback.

Keywords: feedback; advice; advice seeking; feedback culture; advice taking; Interpersonal Communication;

Format: Electronic

Citation:

Yoon, Jaewon, Hayley Blunden, Ariella Kristal, and A.V. Whillans. "Why Asking for Advice Is More Effective Than Asking for Feedback." Harvard Business Review (website) (September 20, 2019).

The policies of most governments focus on improving material prosperity. Yet, wealth only weakly predicts well-being. It is therefore important to understand whether factors other than money shape the happiness of nations. Here, we construct a data set of 79 countries (N = 220,000) and explore whether differences in the prioritization of time (leisure) vs. money (work) explain cross-country differences in happiness. Consistent with our predictions, countries whose citizens value leisure more than work report higher subjective well-being at the country and individual level. These effects hold in high and low GDP countries. Critically, we find evidence for a novel mechanism: people who value leisure over work are less negatively impacted by financial instability. Moving beyond individual welfare, the value that nations place on leisure vs. work fundamentally shapes happiness.

There is a growing debate about whether high-income individuals are more or less generous when income inequality is high. We advance this ongoing conversation by analysing a large and comprehensive data set with approximately one million respondents from 140 countries. In this data set, higher-income individuals who live in countries with greater income inequality are less likely to donate money to charity and are more likely to volunteer than their lower-income counterparts. Higher-income individuals who feel financially insecure or show distrust of others are especially unlikely to donate money to charity under high income inequality. These moderators do not influence rates of volunteering. Together, these results advance the debate regarding whether and when inequality shapes prosocial behaviour.

Over the last two decades, global wealth has risen. Yet, material affluence has not translated into time affluence. Instead, most people today report feeling persistently “time poor”—like they have too many things to do and not enough time to do them. This is critical because time poverty is linked to lower well-being, physical health, and productivity. For example, in our analysis of 2.5 million Americans, subjective feelings of time poverty had a stronger negative effect on well-being than being unemployed. However, individuals, organisations, and policymakers often overlook the pernicious effects of time poverty. Billions of dollars are spent each year to alleviate material poverty, while time poverty is often ignored or exacerbated. In this Perspective, we discuss the organisational, institutional, and psychological factors that explain why time poverty is often under appreciated. We argue that scientists, policymakers, and organisational leaders need to devote more attention and resources toward understanding and reducing time poverty to promote psychological and economic well-being.

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Why Asking for Advice Is More Effective Than Asking for Feedback

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