When used together, these two tools can make a real difference in terms of effectiveness, both in achieving objectives and in corporate well-being.
But how can they be used to best effect?
We discuss this with Rossana Andreotti, organizational well-being consultant, psychologist, and business coach.

Let's talk about feedforward, the lesser-known “cousin” of feedback. What is it, and how do the two tools differ? 
Looking at its meaning, feedback is more focused on evaluating what has happened in the past, while feedforward tells us that our focus is on the future, on what we can do next time. 
In fact, feedforward is nothing more than feedback where, following an initial —more concise—assessment of what has been, most of the time and energy will be devoted to planning future action. It answers the question “so what?”: what do we do with what we have learned, how do we apply it to increase our strategic and operational effectiveness? 
This is particularly useful as it avoids the risk of “blame game” and focuses more attention and energy on how to change the actions that did not work and how to further reinforce what did work. 

Why is it that despite everyone knowing about feedback and the good techniques associated with it, organizations often struggle to give it? 
I often say that feedback is a bit like going to the gym: it's not enough to know what I should do for my well-being, I also have to overcome my internal barriers to doing it, the perceived effort I associate with those “virtuous” actions. It is not just a matter of willpower or knowing what I should do; awareness is often there, just as barriers, resistance, and limiting beliefs are often there too. For example, the boss who does not give positive feedback because he is afraid that the people who receive it will ‘sit back’ and work less hard next time. 
Often, therefore, the key to unlocking the potential added value of feedback, but also of feedforward, lies not only in knowing communication techniques (which are also important), but also in being aware of one's own internal barriers and addressing them as if it were a real training process, without expecting to do everything perfectly the first time around. We train ourselves to give and receive feedback gradually, taking into account that it may take some effort, but that this can be considered an investment in order to reap significant benefits. 

What are the benefits of feedback and feedforward, from a personal and organizational point of view? In other words: why is it worth making the “effort” to give them? 
From an organizational point of view, the decision to invest in these tools yields maximum benefits when it is made at a strategic level with the aim of enhancing a culture of open discussion and continuous improvement. It certainly also brings value when applied within a specific team or at an individual level, but ideally feedback and feedforward “give their best” when they are validated, supported, and shared throughout the organization.
The first advantage of these tools is informational: the information conveyed in feedback and feedforward allows for the improvement of organizational strategies and processes.
The second added value is relational: even though it can be tiring, exchanging feedback strengthens relationships, creating greater harmony over time, thanks in part to the creation of a space in which to express oneself and exchange information in a constructive and functional way. 
Finally, a third important benefit is the personal growth that can result from these processes: the feedback I receive will not only help me improve my performance, but also strengthen my self-efficacy and self-esteem, thanks to the fact that other people are giving me feedback on my work. This means that my actions are considered important enough to warrant investing time and energy in exploring them together.