Problematic situations involving managers and employees can be dysfunctional in the work setting. Resolution of these problems often requires giving feedback that is specific, empathic, and in a spirit of inquiry. This research tested the effects of a learning intervention designed to intercept attributional bias and untested inference through training in feedback. An experimental field study was conducted in a large municipal government to address manager-subordinate feedback. Pre and post test measures were used to answer three research questions: What are the effects of training in feedback on managers' (1) perceived effectiveness of their work groups, (2) attributional bias of their Least Effective Subordinate, and (3) use of feedback skills with employees. / Ed. D.