As artificial intelligence (AI) increasingly supports human decision-making in high-stakes domains, designing effective human-AI collaboration becomes critical. Successful collaboration requires humans to reflect on decision-making processes and adjust their strategies accordingly. Current research typically investigates interventions, such as explainable AI, that target reflection during the decision-making process (reflection-in-action). Less attention has been given to retrospective examination of decisions (reflection-on-action). This work explores reflection-on-action by studying the impact of feedback on reliance behavior and human-AI team performance. Specifically, we investigate feedback interventions targeting overrides of AI advice through a behavioral study (N=244). We find that such feedback influences reflection-on-action, while unidirectional feedback risks reducing subsequent reflection-in-action. Furthermore, we identify opposing shifts in reliance behavior that leave overall human-AI team performance unchanged but show context-dependent effects. Balanced feedback did not show these risks, preserving both concurrent and retrospective reflection, offering insights for designing for appropriate reliance on AI.

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