New requirements for the psychosocial work environment: Why dialogue matters more than ever
Eirin Eriksen Horvei
October 14, 2026
Feedback is a powerful tool for increasing motivation and goal achievement. Today's society and young employees place higher demands on both follow-up and development. This means we constantly have to think in new ways when it comes to leadership.
Good feedback is not about whether it is positive or critical, but about how it is given. This applies whether you are a manager giving feedback to employees, or an employee giving feedback to your manager or a colleague.
Feedback must be given in a form that leads to greater motivation and willingness to change. Feedback should not be given to embarrass others, but to help the other party. It should aim to provide meaning, direction and/or input to the work we do. It is good to know whether we are “on the right track” or whether we need to change direction. Feedback is a form of social interaction. We all have a need to be seen and recognised for the work we do.
Many find it difficult to give feedback, especially when they want to correct a behaviour or action of the other party. As a result, we sometimes let it pass. We bury our heads in the sand and avoid the situation and the discomfort it may cause.
Anonymous feedback is a growing trend alongside technological development. The challenge is that it is given in writing, and written feedback can easily be perceived as harsh. We easily misunderstand it and interpret it differently from how it was intended. Moreover, anonymous feedback is not always as well thought through and constructive. It is easier to throw out the first thing that comes to mind, because the consequences of damaging your reputation or relationships are not present.
The recipient of anonymous feedback may also feel a greater degree of anxiety. It opens the door to a range of questions, along with speculation about who gave the feedback.
Anonymous feedback may seem like the easiest solution, and many resort to it, but it is not the easy option we should choose if we want to create growth and development. We cannot mechanise our way out of leadership or relationships. We have to be able to stay with the discomfort and take responsibility – then both mastery and personal development become greater.
As a manager, you need to know what your employees need and what motivates them in order to give good, concrete feedback. You need to get to know your employees. Kari may have completely different needs from Pål, and both Kari and Pål may have completely different needs from you. It is easy to attribute your own needs to others, so be careful not to jump to conclusions.
You need to talk to your employees. Engage in dialogue. This will give you insight. That insight makes it easier to clarify expectations – what can be met? And what cannot? It's not about saying yes to everything, but about actually taking the time to listen and being clear. If you are present and engaged in the dialogue, it will be easier to build a good relationship and give constructive feedback aimed at changing or correcting behaviour.
When giving feedback, start by affirming the relationship and giving recognition. This is an effective technique for getting people on board and creating a sense of safety in the dialogue. Ask how they are doing, be positive, and show that you are listening and want the best for them.
Then you can move on to the matter at hand. What do you want to give feedback on? Ideally, make it concrete with examples/situations. Give the feedback from an “I” perspective. How does the situation/behaviour affect you or the rest of the team? And what could be done differently to make it better?
If you find it difficult to get straight to the point, you can try asking questions instead. For example: “how do you think we should do it?”, “what do you think about this?”. Employees must take responsibility for their own situation, but you as a manager can offer help and support, and be a good sparring partner in finding a solution.
Finish by affirming the relationship, so that the conversation ends on a good note.
Read: Relational leadership – modern working life
Time is often a challenge for many, so one tip is to set a minimum requirement for regular conversations. How often should we have 1:1 conversations? Feel free to involve employees in how often they want conversations, or which types. Does it work best with a few fixed formal ones, or would they prefer more frequent coffee chats? Most people like traditions, so fixed points in the calendar can be a smart idea!
Written by Malin Lilletvedt, organisational adviser at Motivati
