Giving and Getting Feedback

Definition, Explanation	Tips, Checklist
Articles

Definition, Explanation

The term feedback originates from electrical circuit technology. In the working world, one cannot imagine anything without this method. It is implemented in order to induce processes of learning and changes in behaviour and to motivate. It is about analysing behaviour, interpreting and to show the effects. Feedback can be positive or negative.

Feedback comprises on the one hand, giving feedback, thus telling the counterpart how you see him/her and what effect he/she has on you. Of course, this is a subjective perception that can be seen from an objective point of view as true or false. On the other hand, taking feedback is also a part, i.e. learning how others perceive you. In this way, feedback can contribute towards the correcting of annoying ways of behaviour. Used in a conscious and active way, feedback measures promote open communication and improve the working atmosphere in all types of collaboration. An institutionalised form of feedback is to be found in employee assessment.

Tips, Checklist

For feedback givers

Integrate feedback into your normal working day. You make collaboration easier for colleagues, employees and executives. Yet do not only voice criticism but also point out what you really liked, what encouraged and motivated you. Feedback is especially suitable for the end of meetings and discussions, project work, presentations
Voice feedback promptly and relate to specific behaviour. If you have been emotionally met by a type of behaviour then sleep on it before confronting your counterpart
Make your feedback descriptive and not evaluative. Well suitable are messages in the "I"-form like "I think that...," "I didn't like...," "I am annoyed about...". Show appreciation and don't question the person as such. At the same time, always be impersonal
Make suggestions about how behaviour could be
Work with pictures and comparisons to express what you mean
Pack criticism in positive feedback and express this as how you felt and as a wish
In the case of positive feedback, avoid limitations like "usually", "more or less" and generalisations like "always"
As feedback-giver you should always be conscious of the fact that you cannot force changes. Feedback is an offer and the taker decides about the acceptance
Do not give too much feedback at one time. The taker has to process it
Consider your own motives and the feedback taker's possible reaction before giving feedback. Consider whether he/she is "ready for feedback" or is he/she maybe in a situation making it impossible for him to absorb feedback. Examples are time pressure, private problems, a tense atmosphere, and nervousness
Institutionalise feedback and make up clear rules that are visible to all
Giving good feedback has to be learned and practised. Thus, feedback should be given feedback from time to time
Always remember to divide feedback up into 3 parts: Description of the actual situation (e.g. "You said...", personal assessment (e.g. "That affected me..." and the consequence (e.g. " That lead to..")
Give negative feedback in private and not in front of others
Make sure your feedback was understood properly and check the reactions

For feedback-takers

As a feedback-taker, you should be conscious of the fact that feedback is a gift from your counterpart. You thus are given the possibility to see yourself through someone else's eyes, to learn and improve your behaviour
Listen and don not start defending yourself
Be open for feedback on your behaviour
Question your behaviour
Be grateful for the feedback and tell your counterpart that. Not all colleagues, superiors and employees dare to and are able to give constructive feedback
Ask if there was something you did not understand. In that way, you make the most of feedback
Compare your own perception of yourself with that of others

Articles

The Promotion That Got Away; NYTimes.com, September 26, 2009

Last update: 11/18/2009

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