What should always be considered when giving and receiving constructive feedback?
Answers:
That it is honest and helpful but doesnt hurt anyone's feeligs
try the old compliment sandwich
anything said should not be at a personal level. Sometimes people come over the wrong way try looking at what they say in a different light and if you feel threatened or upset by the comment then tell the person. Also in the same way think how you would like to be given the the feedback before you give it.
Don't talk down when you are talking to them and always say thank you when you recieve feedback.
make sure to point out the good points as well as the bad points so they don't feel like they're being lectured for doing a bad job
A firm understanding of how humanity as a whole basically operates under the guise of pretense and bullsh*it. If you understand that, then you'll never insult anyone ever.
Just tell them what they want to hear, even if it is something bad. There is a way to hear both good news and bad news that is universal and understood, It is called being politically correct.
Phooey. pah tooey! Ugh. that word leaves such a bad taste in my mouth sorry.
unless of course you practise truth and honesty. Then all bets are off and you SHOULD know it if you are an idiot and I should therefore have the right to point that out.
*Sighs. ahhh in a perfect world.
Ethics!
That criticism is really just advise called by another name.
Start off with focusing on the positive then move to anything negative and top it of with the " all things considered" approach, the subject will think you are a great manager and ensure that they strive harder the next time.
In general feedback terms use the feedback sandwich approach (positive/constructive/positiv.
Characteristics of constructive feedback include:
- It is descriptive rather than evaluative
This is achived by describing one’s own observations (‘I’ messages not ‘you’ messages).
‘I noticed you did……’ not ‘You did…..’
Describing your observations in this way reduces the need for the staff member to respond defensively.
- It is specific rather than general
To be told one is ‘dominating’ will not be as useful as to be told that ‘in conversation that just took place, you did not seem to be listening to what I was saying, and I felt forced to accept your arguments’.
- It focuses on the facts and/or behaviour rather than on the person
Refer to the facts as to what a person ‘does’ rather than on what you think or imagine the staff member ‘is’. You might say that a person ‘talked more than anyone else in the meeting’ rather than that they are a ‘loud-mouth’. The former allows for the possibility of change, the latter implies a fixed personality trait.
- It requires an awareness of the needs of both the receiver and the giver of feedback
Feedback can be destructive when it serves only our own needs and fails to take into account needs of the person on the receiving end. Give helpful, not hurtful feedback.
‘I would have liked to have heard about….in your presentation.’
not
‘That presentation you just gave was useless and was a waste of my time.’
- It is directed toward an issue or behaviour which the receiver can do something about
Frustration is increased when a staff member is reminded of a shortcoming over which they have no control.
- It is well timed
In general, feedback is most useful at the earliest opportunity after the given behaviour (depending on the staff member’s readiness to hear it, support available from others, and so forth). The receipt and use of feedback involves many possible emotional reactions.
- It involves sharing of information, rather than giving advice
Constructive feedback leaves a person free to decide for themselves whether or not to act on the information, based on their own goals and needs. Giving advice ‘tells’ the learner what to do.
‘I understand that …..did not work out. Did you think of contacting…. and checking….?’
not
‘You should have contacted….. and checked……’
- It involves the amount of information that the receiver can use rather than the amount we would like to give
Over loading a staff member with feedback reduces the possibility that they may be able to use what is offered. When a supervisor gives more than can be used they may really be satisfying a need of their own rather than helping the staff member.
- It is well thought out before being offered
Supervisors will find it useful to reflect on their own needs and before deciding whether the staff member needs to hear the feedback. Getting clear about the motivations for giving the feedback is very useful.
Are you just letting off steam or providing constructive feedback?
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