How critical is critical feedback?
Is
giving critical feedback an art or a scientific exercise?
I would say that providing critical feedback is more an art than science. In order to keep it simple, let us analyse the process using the acronym
‘CRITICAL FEEDBACK’:
C – CLARIFY: The intent of any action is more important than the action itself. Even in giving feedback, if the giver can CLARIFY why she or he is giving feedback and how it can be beneficial
to recipient, it may be well received;
R – RESPONSIVE: It is useful for the giver to be RESPONSIVE at all times.
Every action has an equal and opposite reaction and giving feedback is no
exception;
I – IN PERSON:
Although, it is always a good idea to use technologies available today to give feedback, it is best received IN PERSON as no other form of communication can help you understand the non-verbal cues of the receiver;
I – IN PERSON:
Although, it is always a good idea to use technologies available today to give feedback, it is best received IN PERSON as no other form of communication can help you understand the non-verbal cues of the receiver;
T
– TIMELY: The effectiveness of feedback
depends on its TIMELINESS. People can correlate incidents with feedback only
when they are able to link them;
I – INFORMATION:
It is necessary for the giver to present feedback based on facts and
INFORMATION presented as valuable evidence to the receiver;
C – CONSTRUCTIVE:
If CONSTRUCTIVE feedback is given, it will enable behavioural improvement as a consequence of the feedback;
A – ALERT: It will be useful for the giver to be ALERT at all times of the feedback process so that she or he can respond appropriately;
L – LISTEN: The most important trait for effective feedback is to be a patient LISTENER. Everyone wants to be heard and the receiver of critical feedback has the maximum need in this
regard;
F – FEELINGS: It is critical for both the giver and receiver of a feedback process to recognise each other’s FEELINGS and respect them; E – EMOTIONAL: The process is EMOTIONAL and can overwhelm the receiver and giver. It can be smoother when it is based on facts;
E – EMPATHISE: It may be useful to put oneself in the shoes of the receiver and EMPATHISE as your prepare to give critical feedback;
D – DEFENSIVE:
Sometimes the receiver of feedback may tend to get DEFENSIVE. He/she has to realise that you are doing your duty, which is for the benefit of the receiver and hence, there is no need to be defensive;
B – BALANCED: You should neither be overemotional nor be emotionless. Try to maintain the right BALANCE;
A – ANGER: It is natural for both the receiver and giver to get angry. It is necessary to control your ANGER;
C – CALM: Being CALM during the entire feedback process will enable a flow of emotions and also facilitate the receiver to take the
feedback positively;
K – KEEP YOUR WORD: Another important factor is to KEEP YOUR WORD at all times - whether it is in terms of the date and time of feedback or any follow-up action.
I – INFORMATION:
It is necessary for the giver to present feedback based on facts and
INFORMATION presented as valuable evidence to the receiver;
C – CONSTRUCTIVE:
If CONSTRUCTIVE feedback is given, it will enable behavioural improvement as a consequence of the feedback;
A – ALERT: It will be useful for the giver to be ALERT at all times of the feedback process so that she or he can respond appropriately;
L – LISTEN: The most important trait for effective feedback is to be a patient LISTENER. Everyone wants to be heard and the receiver of critical feedback has the maximum need in this
regard;
F – FEELINGS: It is critical for both the giver and receiver of a feedback process to recognise each other’s FEELINGS and respect them; E – EMOTIONAL: The process is EMOTIONAL and can overwhelm the receiver and giver. It can be smoother when it is based on facts;
E – EMPATHISE: It may be useful to put oneself in the shoes of the receiver and EMPATHISE as your prepare to give critical feedback;
D – DEFENSIVE:
Sometimes the receiver of feedback may tend to get DEFENSIVE. He/she has to realise that you are doing your duty, which is for the benefit of the receiver and hence, there is no need to be defensive;
B – BALANCED: You should neither be overemotional nor be emotionless. Try to maintain the right BALANCE;
A – ANGER: It is natural for both the receiver and giver to get angry. It is necessary to control your ANGER;
C – CALM: Being CALM during the entire feedback process will enable a flow of emotions and also facilitate the receiver to take the
feedback positively;
K – KEEP YOUR WORD: Another important factor is to KEEP YOUR WORD at all times - whether it is in terms of the date and time of feedback or any follow-up action.
S Ramesh Shankar,Eexecutive vice president & cluster HR head at Siemens Ltd
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