Feedback models

 

 

“Feedback is the breakfast of champions” Ken Blanchard

 

There are several feedback models which are useful tools for giving feedback. In this article I will recommend three different techiniques.

1. SBI MODEL

The model was developed by the The Center for Creative Leadership. It is a tool with a clear feedback structure . The SBI acronym stands for:

S – SITUATION
B – BEHAVIOUR
I – IMPACT

You capture and clarify the situation, describe the specific and defined behaviours, and explain the impact that the person’s behaviour had on you.

1. Situation. You describe the specific situation when the behaviour happened. Be precise, concrete and stick to the facts.
2. Behaviour. Describe the actual behaviour by mentioning the actions that you have observed or learned about. Refrain from sharing your opinions or judgments.
3. Impact. Describe the results of the behaviour on you and the other team members/others.

2. CEDAR Feedback Model

Another great framework to use when giving feedback is the CEDAR model ©Anna Wildman 2003 pl. What makes the model unique is that it encourages the individual to take the lead in discussing his/her performance rather than just getting “orders from above”. It can be used both for recognition and under-performance reviews.

The CEDAR acronym stands for:

Context – Set up the context for feedback. Explain the importance and the impact of the feedback.

Examples – Provide specific examples. Also encourage the person to identify the examples of these situations or behaviours. Explore these cases  together.

Diagnosis – Ask for the employee’s view of the situation, and have a joint discussion about why it is happening. Use open-ended questions to identify the root causes.

Action – Ask the person what action he/she might take in the future. Let the ideas come from the person who is receiving the feedback. It will generate better commitment and motivation to put them into action.

Review – The final step is to check if the person understood both the feedback and the suggested actions. Set date for the review and offer support.

3. BOOST Feedback Model

BOOST is an informal method of giving constructive feedback.

Balanced
Balanced feedback can be viewed from several perspectives. For instance to have a good balance of positive and improvement feedback (areas of development and strengths). Also to keep a good ratio of participation in the communication of feedback giver and feedback receiver.

Observed
The feedback is to be based on the things being observed and not on things heard or opinions.

Objective
Focus on the facts and outcomes. Be descriptive, not evaluative.

Specific
Be specific and give details. Focus on behaviour not personality. Examples and impacts of behaviour are the most useful. Performance can’t be addressed successfully without having specific examples.

Timely

Give feedback as soon as posssible after the activity has been completed, when it is still in the memory. Set this in the context of the work. This approach will allow the individual  the opportunity to reflect on the learning.

https://www.ccl.org/articles/leading-effectively-articles/closing-the-gap-between-intent-and-impact/

https://www.annawildman.com/cedar-feedback-model.html