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> "provide valuable feedback and commit to it"

I would add that it's important to remember TO WHOM the feedback should be valuable. Something you need to get off your chest? Worthless to the receiver. It should have undeniable value to the person receiving the feedback. Like "I care about you so you need to know that this is being done wrong and it will make your life better if it's correct"

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Something you need to get off your chest is remarkably valuable feedback for a manager to receive. Whether they do anything useful with it or not is a separate matter.

One thing to add is that most of us are terrible at giving feedback; most feedback is typically wrong, vague, or insensitive.

The trouble is that those who are less practiced at giving feedback are usually the worst at giving it, which leads to a downward spiral of not giving feedback.

Yeah, I’d still say it’s managements responsibility to both make people comfortable with providing candid feedback, and to find the value in poorly delivered feedback. If somebody is complaining about something, they will have a reason for doing so, even if they can’t articulate very well. Figuring out how to understand a team members grievances is a managers responsibility. If this sort of thing isn’t happening in a particular workplace, it’s a failure of management primarily.

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