Providing guidance to employees after a team task can be a delicate process. Done poorly, it risks discouraging staff and undermining future collaboration. However, new research from Cornell University’s SC Johnson College of Business offers valuable insights into how managers can deliver feedback that strengthens teamwork rather than dividing it.
According to the study, summarized by Phys.org, performance feedback doesn’t just drive individual improvement — it also shapes team dynamics. Researchers tested this concept through a series of experiments involving about 200 undergraduate students and 300 working adults. Participants completed challenging group tasks under various conditions: some were shown their teammates’ performance scores, while others were not; some were told they had failed a difficult goal, while others learned they had easily met a simpler one.
The results, explained by lead author Xinyu Zhang, an assistant professor at Cornell, were subtle but clear. When employees received feedback indicating that their performance was similar to their peers’ on a difficult task, they were more likely to collaborate effectively afterward. Conversely, feedback that ranked team members or highlighted performance gaps tended to weaken their sense of connection and reduce cooperative behavior.
In essence, the findings emphasize the power of shared experience. Feedback that reinforces a “we’re in this together” mindset helps create a sense of unity and shared purpose. “When people feel they’re in the same boat,” Zhang noted, “it strengthens social bonds and increases their willingness to work together.”
For managers, the takeaway is straightforward: when delivering feedback on team-based work, avoid direct comparisons among employees, especially when performance levels differ significantly. Instead, emphasize collective effort and shared achievement.
Consider how this plays out in real workplace scenarios. Hearing that “Steve from Accounts performed much better on that task than you did” can be demoralizing and discourage future collaboration. On the other hand, being told that “the team handled a tough challenge well, and your combined effort is making a real difference” reinforces motivation and unity.
Zhang’s research also calls into question a long-standing management tactic: using competition as a motivator. While healthy competition can sometimes drive results, overly competitive environments — especially when teams are already under pressure to meet ambitious goals — can erode teamwork and morale.
As the Cornell Chronicle summarized, “sharing performance information among employees can foster cooperation, but only if the circumstances are right.” In short: rank less, bond more.