Feedback – giving employees information about their performance (DeNisi & Kluger, 2000) – can help employees change and develop. However, this doesn’t always happen. Kluger and DeNisi (1996) found that only 1/3 of feedback interventions resulted in change. This is especially probable when giving negative feedback. Negative feedback can produce a host of defensive reactions, resulting in rejection of the feedback and subsequent lack of performance change. So, how can negative feedback have the intended impact?