1 / 16

Giving and Receiving Feedback

Giving and Receiving Feedback. Dr. Ramesh Mehay, Bradford VTS. Feedback is:. information about performance or behaviour that leads to action to affirm or develop that performance or behaviour. Purpose of Feedback.

macey-eaton
Download Presentation

Giving and Receiving Feedback

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Giving and Receiving Feedback Dr. Ramesh Mehay, Bradford VTS

  2. Feedback is: information about performance or behaviour that leads to action to affirm or develop that performance or behaviour.

  3. Purpose of Feedback How can we expect people to change and develop if they don’t know what they need to change? Unless they get feedback, how do they know what they do well so they can continue doing it?

  4. Feedback Reality vs Perceptions Most people really want to know how they are doing. They want to know if other people like what they’re doing. They also want to know if something could be done more effectively or if boundaries are being overstepped.

  5. Feedback is NOT: • an end in itself • a solution to performance problems or issues • praise or blame, approval or disapproval. Evaluation means to place value on a performance or piece of work. But feedback is value neutral. It merely describes what you did or did not accomplish, given a standard or intent. • Derived from tests, exercises or simulations. The activity being assessed is your normal work. You cannot get closer to real life than real life itself.

  6. Brown & Leigh’s Feedback Rules (1996) • TIMELY • SELECTIVE • BALANCED • SUGGESTIONS rather than PRESCRIPTIONS • DESCRIPTIVE • SPECIFIC or focussed Avoid personal comments Avoid Mixed Messages Avoid diffusion • DIRECTED towards behaviour that can be changed

  7. Giving Feedback • TIMELY: given as close to the event as possible (taking account of the person’s readiness etc) • SELECTIVE: addressing one or two key issues rather than too many at once • BALANCED: good and the bad • SUGGESTIONS not PRESCRIPTIONS

  8. Giving Feedback • DESCRIPTIVE, non-judgemental, based on behaviour not personality "I notice that you don’t look at people when they are talking to you". "I think your selfish in that you don’t listen to anyone else".

  9. Giving Feedback • SPECIFIC or focussed; In order to focus developmental feedback:- Avoid personal comments Avoid Mixed Messages Avoid diffusion

  10. Examples ‘you fool! Cant you remember that I needed these accounts for the meeting yesterday?’ “Shirley, I need the accounts for 2pm on Friday for the management meeting later in the afternoon.” ‘John, you always look as if you have just got out of bed but your work is good on the whole) ‘John, I would like you to take more care with your appearance in order to make a better impression’ ‘Some of you are not achieving your performance goals. You have to improve.’ ‘Richard, you have not achieved your performance goals this week. Can we talk about it & work out some plans to improve?’

  11. Giving Feedback • DIRECTED towards behaviour that can be changed ‘I really don’t like your face/your height/the fact that you are bald etc’ ‘It would help me if you smiled more or looked at me when you speak’

  12. But… before you give feedback always ask yourself: • What is my intention behind giving this person feedback? • How am I feeling about giving it? • How is the other person feeling; if they have had a stressful day, might be best left for another occasion. It is important they are in the right frame of mind to accept it BOTH PEOPLE SHOULD FEEL CALM

  13. The Impact of Feedback The person receiving the feedback can react with: • Anger – ‘I’ve had enough of this’ • Denial – this reaction often accompanies the initial shock of feedback ‘I cant see any problem with that’ • Blame – ‘It’s not my fault. What can you expect when the patient won’t listen? • Rationalisation – finding excuses to try and justify their behaviour ‘I’ve had a particularly bad week’ ‘Doesn’t everyone do this?’ • Acceptance • Renewed Action

  14. what type of feedback might you get? • written/verbal individualised eg a particular assignment • written/verbal general feedback to your class eg on most common errors/successes on an exam paper • checklists/proforma eg headings of assessment criteria, with comments below • assessment criteria grid, showing where you are placed against each criteria • model answers • computerised eg multiple-choice questions • "Off the cuff" comments from others eg "You're really good at…"

  15. Rules for Receiving Feedback • Listen carefully to what is being said • People should be receptive to feedback and see it as helpful. • Don’t reject it! Accept positive feedback…don’t reject it! Accept negative feedback...don’t reject it! Avoid arguing or being defensive. • Ask questions to clarify fully and seek examples is useful. • Acknowledge the giver of feedback and show his or her appreciation. The feedback may not have been easy to give. • Involve mutual good will receiver should feel that the giver isn’t their enemy giver needs to want to help receiver develop

  16. what to do with the feedback? It is up to you • Read or listen • Understand; Clarification: examples and alternatives; Keep notes • Give it time to sink in and get into perspective • Try to keep feedback sheets/information together • Address areas for improvement. Identify, Action Plan • Try not to feel devastated by small criticisms and try not to be defensive and make excuses

More Related