Feedback is about helping people to be more aware of what they do and how it impacts on others in order to help them determine whether or not their behaviour is having the effect they want. Giving and receiving feedback requires courage, tact, honesty, understanding and respect from both parties.
When giving feedback, try to:
• Focus on the behaviour rather than the person.
• Describe specific rather than general behaviour and give examples.
• Focus on the behaviour you observed not what you interpreted or concluded from it.
• Do it in a mutually agreed and timely manner.
• Direct it towards behaviour which the receiver can do something about.
• Give it for the receiver’s use, not as a release for your own feelings or frustrations.
• Allow the receiver to choose what they do with the feedback.
• Share the positive as well as the negative.
When receiving feedback, try to:
• Actively look for useful information which may help you improve your performance.
• Remain objective and calm.
• Accept the giver’s point of view (whether or not you agree with it).
• Pause and reflect before responding.
• Don’t seek to justify or become defensive.
• Summarise to test your understanding.
• Be prepared to change your mind.
• Remain open to suggestions.
• Seek feedback from several people rather than just one.
The following characteristics form an “ideal” model for feedback.
Good feedback is:
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SPECIFIC |
Related to specific actions and events rather than statements which are generalised or ambiguous. |
|
DIRECTED |
Towards behaviour, not personality. It is easier and less threatening for the receiver to cope with feedback on what they do, not what they are. |
|
ACTIONABLE |
Focusing on behaviour on which the receiver is capable of working. Reminding people of shortcomings over which they have no control only produces frustration and a sense of hopelessness. |
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TIMELY |
Feedback stored for a grand ceremonial debriefing may focus on behaviour that was unnoticed or has been forgotten. Feedback given before passions have subsided will seldom generate a reflective response. |
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FOCUSED ON CONSEQUENCES |
Rather than causes. The giver of feedback is seldom able to accurately interpret motive or intention. |
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OFFERS OPTIONS |
Opening possibilities and choices for the receiver, rather than imposing solutions and thus creating resentments or dependencies. |
Values most likely to enable helpful feedback are: -
• A belief in honesty, tempered by sense of discretion.
• An unconditional positive regard for the individual.
• A belief in a person’s potential for enhanced performance.
• A belief that the feedback offered will help the recipient.
Related Topics
Competency Assessment and 360 Feedback