Abstract
Feedback goes badly when it sounds like a verdict. "You were rude" starts an argument about whether that's true. Situation-Behavior-Impact sticks to things the other person can recognise: when and where it happened, what they said or did, and how it affected you.
The same structure works for praise. Many people add a fourth step and ask what the other person was trying to do, which turns a statement into a conversation.
Method
- 01
Name the situation
Point to a specific moment, like yesterday's planning meeting, so you're both picturing the same thing.
- 02
Describe the behaviour
Say what you saw or heard, the way a camera would have recorded it. Leave out words about their character and guesses about their motives.
- 03
Explain the impact
Say what it did to you, the team or the work, speaking for yourself.
- 04
Ask about intent
Ask what was going on for them. The answer often changes how you see it.
- 05
Agree on what's next
If you want something to change, make a clear request. If it was good, say you'd like to see more of it.
When to use it
- You need to raise something awkward with a colleague and want it to stay calm.
- You want praise to be specific enough that the person knows what to repeat.
- You manage people and give feedback often.
Common pitfalls
- Slipping a judgement into the behaviour, as in "you carelessly skipped the tests".
- Talking about a pattern ("you always") when one moment would do.
- Describing the impact as their fault. Describe what happened on your side.
- Waiting weeks. Feedback is easiest to hear soon after the moment it describes.
Origin and references
Attributed to Center for Creative Leadership.
- Weitzel, S. R. (2000). Feedback That Works: How to Build and Deliver Your Message. Center for Creative Leadership.