An explanation for these difficulties to capitalize on data feedback was put forward
by Visscher and Coe (2002, p. 247). They pointed to the fact that many feedback
arrangements at school and system level fail to meet the conditions for effective
feedback as stated by Kluger and DeNisi (1996). Comparative feedback of student
performance results and feedback by inspection reports may direct the recipients’
attention to comparison with other schools and to personal shortcomings, but may
include little concrete information on how to improve performance. The request to
develop corrective action from data feedback may rightly be seen as a rather complex
and—particularly in the case of high-stakes systems—threatening task (see Visscher
and Coe 2003, pp. 247 and 328).