A Review of Reducing Bias and Improving Feedback Through Organisational Psychology

Abstract

Feedback is essential for both personal and organisational performance; however, cognitive and structural biases consistently compromise its accuracy, acceptance, and developmental efficacy. This article integrates empirical and theoretical insights from organisational psychology to analyse the functioning of bias within feedback processes—encompassing source, message, recipient, and context—and to explore how evidence-based interventions can alleviate these distortions. Utilising dual-process theories of judgement, social identity theory, and attribution models, I contend that bias is not simply a noise to be eradicated but a systematic pattern emerging from cognitive efficiency and social dynamics. To effectively debias, you need to use strategies at different levels. These include individual reflective practices, structured feedback systems (like behaviourally anchored rating scales and 360-degree systems), and changes in the culture of the organization that make it safer and more focused on learning. The article critically assesses methodological constraints in current bias-reduction research.