Feedback : Feedback Business Communications & Negotiations
School of Business Management
Shoolini University Rojhe 1
Definition : Definition Feedback is a Response to an Action or Situation (Roebuck,1996).
It is part of the organizational communication process and it is essential for every effective manager to put into practice such good communication skill.
Although feedback may seem unsolicited in some cases, it is always triggered by an action (or lack of) or a situation.
Slide 3 : Communication to another person which gives information about how he/she affects and is perceived by others. A way of helping another person consider changing his/her behavior. Meaning
Slide 4 : Feedback should be given in a way that the receiver can hear it, understand it, and choose to use or not use it.
Effective Feedback : Effective Feedback Clarification of Meaning.
Ensures Understanding (Synchronization)
The Responsibility Of Both The Sender And The Receiver
Slide 6 : Rojhe 6
Interesting facts : Interesting facts Makes communications effective
Affects the sender Encourages or discourages)
Facial expressions are also feedback
Feedback varies with medium
Tells not only that message is delivered, also how it has been delivered
Listeners can control the sender by feedback
Guidelines for Giving Feedback : Guidelines for Giving Feedback Feedback Describes Rather Than Judge
Feedback is Specific not General
Feedback is Clear
Feedback is Solicited Not Imposed
Focus is Person’s Behavior Not the Person
Feedback is Timed
Feedback is Planned
Rogers' 5 : Rogers' 5 Feedback Types Rojhe 9
Evaluative : Evaluative Evaluating person & behaviour are different
Making a judgment about the other person, evaluating worth or goodness. ()
Negative personal evaluation can be very uncomfortable.
Positive personal evaluation, on the other hand, can be very flattering.
You are not a very nice person.You are a lovely person.
Behavioral evaluation judges the action, but not the person.
That was not a very nice thing to do. Rojhe 10
Interpretive : To test your understanding of what has been said by interpreting and paraphrasing back to the other person what you think has been said.
This is typically followed by a question to allow the other person to agree with your interpretation or offer a correction.
So you are interested in joining the club -- is this right?
Understanding is not perfect and testing understanding is generally a very good thing to do. It is generally flattering too, as you are showing active interest in what they are saying. Rojhe 11 Interpretive
Supportive : Here, you support the other person's by telling them they are good in some way
That was truly awesome! Can you sing it again, please?
To help the other person change in some way. This is not always easy, as some criticism may be involved.
Your singing is improving. You could try recording it and listening to the opening few notes. Rojhe 12 Supportive
Probing : Probing seeks to find more information by asking deeper questions that seek specific information. See probing questions for more details.
Could you tell me more about what happened? ... What happened next? ... What size was it? ... Why do you think that happened? Rojhe 13 Probing
Understanding : At the 'understanding' level, you are seeking to understand not just what was said, but the whole person underneath.
It sounds like you have personal experience of this. Would you like to talk about it? Rojhe 14 Understanding
Principles of feedback : Principles of feedback Rojhe 15
Choose correct timing for feedback : 1. Praise is most effective when given as soon as possible after the behaviour has occurred. Immediate feedback will help to reinforce a correct behaviour and make it more likely to happen again.
When an incorrect behaviour is not corrected with feedback, the staff member may incorporate it into his or her customer of colleague interactions unknowingly. It is highly desirable, when possible, to give corrective feedback before the situation occurs again. Rojhe 16 Choose correct timing for feedback
Ask for self assessment : Beginning by asking the person for self-assessment involves them in the feedback process.
It helps to promote an open atmosphere and dialogue between the person doing the coaching and the person being coached. Often the person is well aware of his or her won strengths and weaknesses.
It is more effective to allow the person to voice opinions before providing your own assessment of performance.
Through self-assessment, the person can gradually assume more responsibility for his or her own abilities and performance. Rojhe 17 Ask for self assessment
Focus on specifics : 3. When you focus on a specific correct or incorrect behaviour, you remove the feedback from the sphere of personality differences and the other person will be more willing and able to change.
For example, when providing corrective feedback:
Do: "When you were talking to customer xyz, I noticed that you forgot to use her name"
Don't: "You are not building rapport with the customer"
When providing praise:
Do: "When you spoke to customer xyz, I noticed that you used really good open and closed questioning techniques"
Don't: "You communicated well there" Rojhe 18 Focus on specifics
Limit feedback to a few important points : 4. Good coaches and communicators identify one or two critical areas and help the person address them one at a time.
It is too hard to examine and try to change many aspects of behaviour at one time.
Restrict your feedback to one or two important points so that you do not overwhelm the other person with too many things to consider. Rojhe 19 Limit feedback to a few important points
Provide more praise than corrective feedback : Positive reinforcement is one of the strongest factors in bringing about change.
Unfortunately a lot of people always focus on the negative.
When you give corrective feedback, remember to point out corrective behaviours first. This is as important as pointing out mistakes and areas that need improvement.
And always end the conversation on a positive. Rojhe 20 Provide more praise than corrective feedback
Give praise for expected performance : People deserve to be praised for doing their job to the expected level. Too many people take the expected level for granted however.
Remember that praising anyone who meets established standards is as important as praising the exceptional performer.
Praise is a strong motivator, and enough praise may be what it takes to turn an average employee into an exceptional one. Rojhe 21 Give praise for expected performance
Develop Action Plans : Work together to identify the desired performance or result and how it can be achieved.
Decide when the steps will be accomplished. Rojhe 22 Develop Action Plans
Useful techniques to use when giving feedback : Rojhe 23 Useful techniques to use when giving feedback
Open-ended questioning : Use open-ended questions to allow and encourage the person to give more detail and elaborate.
Use words like:
What?How?Who?Tell me?
Avoid closed questions when you are trying to get more information from someone.
Avoid words like:
Do you?Did you?Have you?
Also be careful when you use the word "Why". The person may think that you are blaming them or being critical if you use it. They may think that you disagree with them if you use this word. Rojhe 24 Open-ended questioning
Reflecting Back : Rojhe 25 Reflecting Back This is about putting what the other person has said into your own words and reflecting it back.
This is called paraphrasing and by doing this it shows that you are listening and more importantly that you are listening and understanding!
For example:
Individual - "I always seem to get the rough end of the stick - no-one listens to me at all…….."
You - "You seem concerned that no-one listens to you and that you seem to be getting a dumb deal"
Maintaining Silence : Encourage the person to take their time.
Always give the other person time to think through their reply to a challenging answer.
Do not feel uncomfortable about silences but do be wary that silence can make people feel very uncomfortable.
Maintain eye contact and demonstrate an interest. Rojhe 26 Maintaining Silence
Summarising : Summarise the output of the meeting and action plan to ensure that you have heard correctly and understood from his/her perspective.
Restate the key aspects of the feedback discussion
Conclude the discussion and focus on planning for the future.
Example: "The three major issues you raised were……" " To summarise then……" Rojhe 27 Summarising
Being Sensitive : Acting sensitive to the needs of the person is important as they may reject the feedback initially.
Give the person space to think in his/her time. This may help the person to absorb the feedback Rojhe 28 Being Sensitive
Initiating Action and Offering Ideas : Example:
"Can you think of an action that would help build on your skills in this area?"
Offer ideas without forcing your personal opinion.
"One thing you might do is….""Have you thought about……..""Your options include………..""What can I do to help?" Rojhe 29 Initiating Action and Offering Ideas
Gaining Ownership : Help the person to integrate the feedback into their own experience and view of themselves.
Link the feedback as much as possible to business results and objectives - this will help increase ownership.
Any change in behaviour will only occur through acceptance and ownership of then feedback by that person. Rojhe 30 Gaining Ownership
Receiving Feedback : Receiving Feedback Rojhe 31 As long as feedback is given in a non-judgmental and appropriate way, it is a valuable piece of information for learning and for our continued development as a person.
Constructive feedback is critical for self-development and growth. Don't shy away from constructive feedback, welcome it
Accept feedback of any sort for what it is – information
Evaluate the feedback before responding
Make your own choice about what you intend to do with the information
Slide 32 : Rojhe 32 Whether you are giving or receiving feedback it is useful to bare in mind the following model when it comes to people who receive feedback.
D A W A : Rojhe 33 D A W A
Clarifications ??? : Clarifications ??? 34 Business Communications & Negotiations
School of Business Management
Shoolini University Rojhe