Giving & Receiving Feedback. Rebecca Carmichael - Psychologist Lee Oliver - Psychologist.

Giving & ReceivingFeedback

Rebecca Carmichael - PsychologistLee Oliver - Psychologist

People develop skills through:

• learning relevant concepts• getting good quality feedback on performance• reflecting constructively on feedback• deciding to do something different in future to

improve performance

People will be inhibited from learning from feedback if they:

• feel unsafe• feel the need to defend themselves• are unable to see how to apply the feedback to

improve performance

Two dimensions to feedback

Challenge

Support


High Challenge

High Support

Low Challenge

Low Support


High Challenge

High Support

Low Challenge

Low Support

“Good, carry on, seems to be

working”


High Challenge

High Support

Low Challenge

Low Support

• In passing• Nothing• Unspecific• Dismissive


High Challenge

High Support

Low Challenge

Low Support

“That was great, you’re obviously trying very hard”


High Challenge

High Support

Low Challenge

Low Support

• Patronising• General• Safe


High Challenge

High Support

Low Challenge

Low Support

“Well that could have been done better – why did

you not focus more early on”?


High Challenge

High Support

Low Challenge

Low Support

•Critical•Induces defensiveness•Paralysing


High Challenge

High Support

Low Challenge

Low Support

“A good effort, I could see how you were drawing the

feelings out – I wonder if you got to the crux of the

matter”?


High Challenge

High Support

Low Challenge

Low Support

•Focused•Attentive•Threatening?

Good Effective Feedback

High Challenge

High Support

Low Challenge

Low Support

High Challenge

High Support


High Challenge

High Support

Is descriptive NOT evaluative or judgemental

“The class became rowdy because you moved too

quickly between activities”


High Challenge

High Support

Is descriptive NOT evaluative or judgemental

“The way you moved quickly between activities

seemed to unsettle the class”


High Challenge

High Support

Is specific rather than general

“The example you used to teach algebra was very

practical”.


High Challenge

High Support

Takes into account the needs of the giver and the receiver

• Location

• Privacy

• Personality

• Mood


High Challenge

High Support

Is directed towards behaviour the receiver can do something about


High Challenge

High Support

Is solicited and welcomed not imposed


High Challenge

High Support

Is well timed


High Challenge

High Support Includes checks to ensure clarity and understanding


High Challenge

High SupportFeedback should refer to relevant performance, behaviour or outcomes, not the individual as a person. Distinguish the behaviour from the person


High Challenge

High Support Feedback should avoid emotion-raising, “loaded” terms (this generates defensiveness)

Receiving Feedback with Skill

• Practice reflective listening• Do not get defensive - make a mental note of

disagreements• Paraphrase what you hear to check your

perception and your assumptions• Ask questions for clarification and for examples

where you are unsure


• Show appreciation (thank you) and respect for the person who has been kind enough to offer feedback

• Carefully evaluate the accuracy and potential value of what you have heard


• Gather additional objective information from other peoples reactions

• Do not overreact to feedback, but modify your behaviours as suggested and watch the results

Exercise

Ten Tips for Giving Feedback

1. Present perceptions, reactions and opinions as such, not as facts.

2. Feedback should refer to relevant performance, behaviour or outcomes, not to the individual as a person. Distinguish the behaviour from the person.

3. Feedback should be in terms of specific, observable behaviour (not general or global)

4. When feedback must be evaluative rather than descriptive, it should be in terms of established criteria.


5. Feedback about performance should provide examples of what are “high” and “low” areas of that performance, as well as specific behaviours, which appear to be contributing ot or limiting effectiveness.

6. In discussing problem areas where there are established procedures or solutions, suggestions should be given on means to improve performance.

7. Feedback should avoid emotion-raising, “loaded” terms (this generates defensiveness)


8. Feedback should deal with things, which the individual can control.

9. When encountering emotional reactions or defences, these should be dealt with as such, rather than arguing or trying to convince by logic of facts.

10. Feedback should be given in a way to show acceptance of the receiver as a worthwhile person and as someone who has the right to be different.

The ‘Yes and’ Principle

• The Art of BUT Listening– The word “BUT” acts to negate whatever it follows,

so when used in reply to an idea, as “yes, but…” it relays a message that we disagree with the idea, and the word ‘yes’ is meaningless.

• Compare these two phrases:– ‘Thanks for your idea, but let me tell you about…’– ‘Thanks for your idea, and let me tell you about..”

The ‘Yes and’ Principle

• BUT – disconnects, demolishes and creates spikes.

• AND – connects, builds and creates flow.

Fundamentally it is about your ability to acknowledge the validity of an expressed opinion.

Pendleton’s ‘Rules’(Pendleton D, Schofield T, Tate P, Havelock P. The New Consultation. Oxford University, 2004.)

A Model for Giving and Receiving Feedback

• The learner goes first and performs the activity• Questions then allowed only on points of clarification

of fact• The learner then says what they thought was done

well• The teacher then says what they thought was done

well• The learner then says what was not done so well,

and could be improved upon• The teacher then says what was not done so well

and suggests ways for improvements, with discussion in a helpful and constructive manner

Three Stage Model for Giving & Receiving Feedback

• What’s gone well? – If you start with something positive you gain their

interest – they are less likely to be defensive• What could be improved? Look forward not

back.– Concentrate on what there is to learn from the situation,

how to avoid unwanted situations arising again.– “Should have’s” induce feelings of guilt and sap energy,

and inhibit learning from feedback.• What specifically could we do differently in

future?– Produce an action plan, identify next steps. Agree in

detail who will do what differently in future.

Observation versus deduction

• Separate behaviour and interpretation• Make interpretations tentative

• I noticed at this stage that you moved more in your seat, and your face became red, I wondered if you might be embarrassed?

• I saw you look at your watch and thought you might be bored

• I saw him talking with his hand over his mouth and wondered if he was lying

Phrases that show acceptance:

• “I like the way you handled that.”• “I like the way you tackle a problem.”• “I am glad you are pleased with it.”• “Since you are not satisfied, what do you

think you can do so that you will be pleased?”• It looks as if you enjoyed that.”• How do you feel about it?”

Phrases that show confidence:

• “Because of what I know about you, I am sure you will do fine.”

• “You’ll make it!”• “I have confidence in your judgement.”• “That’s a tough one and I am sure you will

work it out.”

Phrases that focus on contributions, assets and appreciation:

• “Thank you that helped a lot.”• “It was thoughtful of you to...”• “Thanks, I really appreciate..., it makes my job

that much easier.”• “I need your help on...”• “I really enjoyed today. Thank you.”

Phrases that recognise effort and improvement:

• “You have skill in... Would you consider showing others how to...”

• “It looks as if you really worked hard on that.”• “From your results, you must have spent a lot of time

thinking that through.”• “I see that you are moving right along with your

project.”• “You may not have reached the goal you set for

yourself, but look how far you have come.” (Be specific as you identify how).

www.lewisandlewis.com.au

Giving & Receiving Feedback. Rebecca Carmichael - Psychologist Lee Oliver - Psychologist.

Documents

Transcript of Giving & Receiving Feedback. Rebecca Carmichael - Psychologist Lee Oliver - Psychologist.