Feedback

Giving Feedback

Giving positive feedback can be a pleasant experience for all parties concerned. Positive feedback can be as simple as “thank you” for a job well done, or a nod and a smile during a conversation.

Handling less positive feedback, or “constructive criticism”, is more complex and can become a very negative experience if not handled well.

The Action – Impact – Desired Outcome (AID) model:

  • A = Action – The specific action that has caused the need for the feedback.
  • I = Impact – The impact the action has on yourself, the business or others.
  • D = Desired Outcome – The result of the feedback should be a change in behaviour.

For example, when challenging an employee’s apparent lack of concentration during a presentation, the conversation may go something like this:

Manager – “You weren’t listening to my presentation this morning.”

Employee – “I was.”

Manager – “You were doodling.”

Employee – “That doesn’t mean I wasn’t listening; I can do two things at once.”

Manager – “But you weren’t listening.”

Employee – “I was.”

This type of conversation could go on forever without achieving the manager’s desired outcome.

Using the A.I.D. model for feedback, the outcome could be much more positive:

Manager – “I noticed during the presentation of our company mission and values that you were doodling and looking out of the window.” Action

Employee – “Oh Sorry.”

Manager – “It is important to understand the company mission and values so that you can ensure your team are working towards them, by not paying attention your team may not realise how important it is.” Impact

Employee – “I know, sorry it won’t happen again”

Manager – “In the next team briefing will you do a small presentation on our mission and values just to reinforce how important it is?” Desired Outcome

Employee – “Yes, ok.”

This depicts probably the “best-case scenario” and could be quite different in real life, but the conversation has a clear message and the interpretation of the message is confirmed straight away. This is a good example of how to deliver feedback.

The BOOST model

The BOOST model of feedback is another model which is aimed mainly at line managers and their team members. This model suggests that feedback should be balance, objective, observed, specific and timely. Using the example above, the manager spoke to his team member straight after the meeting, so the feedback was timely. He had observed the behaviour himself, as opposed to acting on hearsay. The message was balanced; it wasn’t antagonistic or accusing, and it concluded positively. The manager was specific in his feedback, detailing the exact behaviour he wanted to change and the outcome he expected from the change.

 

Receiving feedback

Clause 8.2.1 of ISO9001:2015 states that communication with customers shall include obtaining customer feedback.

In order to obtain effective feedback from customer and stakeholders, it may be necessary to ask deliberate and specific questions, perhaps closed questions, in order to evaluate the feedback and interpret it effectively. How an organisation reacts to feedback, particularly negative feedback, can greatly impact on its reputation. Feedback is an essential input into quality planning at all levels, from the minute detail of a specific process, to the overall strategic planning of a large organisation.