In order for feedback to be most productive and beneficial, one aspect of the

process must be emphasized:

FEEDBACK SHOULD BE HELPFUL TO THE PERSON RECEIVING IT

To be helpful, feedback to an individual must be such that the person:

a. understands the information

b. is able to accept the information
c. is able to do something about the information.

1. Feedback should be in terms of specific, observable behavior and the effect

of that behavior on you personally.

2. Perceptions, reactions and opinions should be presented as such and not as

facts.

3. Feedback should refer to the relevant performance, behavior or outcomes not to the individual as a person.

4. Feedback regarding an area of performance should include a discussion of

what is viewed as the high and low points of that performance and the
specific behaviors which appear to be contributing to or limiting full
effectiveness or accomplishment.

5. In discussing problem areas in which there are technical or established

procedures for achieving solutions, suggestions should be made regarding
possible means of improving performance.

6. When feedback has to be evaluative rather than purely descriptive, it should

be in terms of established criteria, probably outcomes, or possibly
improvements as opposed to making judgements of good or bad.
7. Feedback should be concerned with those things over which an individual
can exercise some control, and may include indicators of how the feedback can
be used for improvement or planning alternative actions.

8. Feedback should avoid terms, which produce emotional reactions and raised
defenses.

9. When encountering raised defenses or emotional reactions, the person

giving the feedback should deal with those reactions rather than trying to
convince, reason, or supply additional information.

10. Feedback should be given in a manner, which communicates acceptance of

the receiver as a worthwhile person and of that person's right to be different.

11. Usually, feedback is most effective when given as soon as possible after the
event (though some aspects of a person's performance may be better dealt
with in private).

Feedback is always about past behavior and therefore receiving feedback offers
the possibility of learning something valuable, which may serve as a base for
future development and improvement.

1. Listen carefully and actively.

2. Try not to let defenses build, but mentally note questions or disagreements
and check them out later.

3. Paraphrase what you think you hear to check your perceptions.

4. Ask questions for clarification in those areas which are unclear, or in which
disagreement exists. Paraphrase answers again.

5. Carefully evaluate the accuracy and potential of what you have heard.

6. Gather additional information from other sources or by observing your own

behavior and other persons reactions to it.

7. Do not overreact to feedback, but you may wish to modify your behavior in
suggested directions and then evaluate the outcomes.
Feedback is an information provided by an agent (in our case a leader)
regarding aspects of ones performance or understanding. It is meant to
provide:

corrective information

encouragement

Feedback is a "consequence" of performance. Often, it is the most realistic

indicator of how well a task was completed. Morover, it is a self esteem
vitamin! :) Always, it should be useful and meaningful to the receiver,
something that they can use for their benefit: it's essentially a gift.

Cccc
Don't expect to see an instant change: feedback is information that needs to
sink in and not an instruction list. However, to speed up the change you could
keep an eye open for everything that's getting them closer to improving the
situation and assert it.

You use the grid because it helps you be systematic about feedback, and more
intentional about capturing thoughts in the four different areas.

1. Section off a blank page or whiteboard into quadrants.

2. Draw a plus in the upper left quadrant, a delta in the upper right quadrant, a
question mark in the lower left quadrant, and a light bulb in the lower right
quadrant.

Fill the four quadrants with your or a users feedback.

Things one likes or finds notable, place in the upper left
constructive criticism goes in the upper right
questions that the experience raised go in the lower left
ideas that the experience or presentation spurred go in the lower right.
If you are giving feedback yourself, strive to give input in each quadrant
(especially the upper two: both likes and wishes).