PAPERmaking! FROM THE PUBLISHERS OF PAPER TECHNOLOGY Volume 2, Number 2, 2016
Gentry’s book offers a simple, three-step model for giving non-judgmental feedback ( SBI ): S ituation B ehaviour I mpact As the book explains, this process can be a tool for giving both positive and negative feedback. 1. Situation – Describe the specific situation in which the behaviour occurred. For example, “This morning at the 11 a.m. team meeting …” Avoid generalities, such as “one morning last week,” as they can lead to confusion. 2. Behaviour – Describe the actual, observable behaviour being discussed. Keep to the facts. Don’t insert opinions or judgments. For example, say, “You interrupted me while I was telling the team about the monthly budget,” instead of “You were rude.” 3. Impact – Describe the results of the behaviour. If the effect was positive, words like “happy” or “proud” help underscore the success of the behaviour. For example: “I was impressed when you addressed that issue without being asked.” If the effect of the employee’s behaviour was negative and needs to stop, managers can use words such as “troubled” or “worried.” For example, “I felt frustrated when you interrupted me because it broke my chain of thoughts.” Because you are describing exactly what happened and explaining your true feelings - not passing judgment—the employee is more likely to listen and learn. Someone who has gotten into the habit of interrupting may not have realised the effect of his or her behaviour. An employee who took the initiative on a project may decide, after positive feedback, to continue being proactive. Give Wise Feedback Wise feedback is given with the understanding that the ultimate goal is to support and help that employee. In his book, Gentry suggests using a variation of the following phrase (based on the work of researcher David Yeager) when giving tough feedback: “I’m giving you these comments because I have very high expectations, and I know that you can reach them.” Such a phrase demonstrates belief in employees and their ability to learn from mistakes or ineffective behaviour.
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Article 8 – Feedback
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