The 5 Secrets of Successful Feedback From Experience.
#4: Structuring the exercise with the OSCAR feedback model.
The subtle art of balance. This is, without a doubt, the prerequisite for effective feedback from experience. Nevertheless, a brief definition is necessary. In a work environment, if we rely on its literal translation, this feedback must nourish the person who receives it in return. Either to receive recognition from one's hierarchy or peers in case of a successful initiative or to target certain shortcomings and try to correct them.
With this in mind, here are the five secrets to successful feedback from experience.
1. Courage, authenticity, and kindness
Feedback is a managerial tool to be handled with care. It should never be used to settle scores. It should be used to assess the situation, learn, better target expectations, and express feelings based on facts. It is only used to encourage, prevent or reframe.
To be well received, it always requires courage and benevolence. Indeed, being evasive can be counterproductive. Feedback must be genuine and sincere. It can be given by anyone to anyone, as long as it is benevolent and intended to help the person or organization move forward.
2. Choosing the right time
The time chosen is of paramount importance in the success of the exercise. Neither hot nor cold, but lukewarm... Too close to the event, there may be an important emotional charge (for example after a tense situation), and your interlocutor will not be available to receive the feedback. Too far away, you will no longer have in mind what exactly happened, and it will be more difficult to agree on the “facts”, which are the basis of the feedback.
3. Opting for a positive attitude
Carefully prepared feedback can avoid many pitfalls. Laying the groundwork for an exchange of blame and negativity would be ineffective. The key is not to talk about negative feedback, but rather about constructive feedback, which in this case is intended to improve things.
There are only two types of feedback: positive feedback and constructive feedback. For each mistake, there is a possible area for improvement. You must base your speech on improvement and not on the reprimand.
4. Structuring the exercise
To structure feedback from experience, nothing better than the OSCAR feedback model. It is an efficient way to give complete and profitable feedback.
O: Observation
The observation is usually a summary of the undesired behavior.
For example:
“I noticed that you were not helping your colleague Adam enough.”
“I noticed you prefer to text rather than pay attention during team meetings.”
S: Situation
The first thing to remember is when the situation was observed. Always point to a specific situation.
For example:
“This happened at yesterday's and last week's team meeting.”
C: Consequence
Many will be able to justify their unwanted behavior. Everyone seems to have a good reason. Even the worst criminals will be able to tell you that it is not their fault...
This is why the C of Consequence is probably the most important thing in the OSCAR model. The goal is to make it clear that unwanted behavior has negative consequences for all parties. Even for the one doing the behavior.
A: Alternative
Once the undesired behavior has been precisely identified as well as its consequences, an alternative behavior must be proposed as a solution to move towards something better.
Here, care must be taken not to offend the target person by saying phrases like “You must do”, “You should do”, “You have to do”, or “The correct behavior is”.
Instead, you could say:
“Alternatively, you can excuse yourself and ask to leave the meeting room if it is an urgent call. Otherwise, it is best to respect the speaker.”
R: Result
The result is to show that this alternative behavior will benefit the person concerned as well. It can be explained in the previous case, that this will allow the person to be seen as a more professional person afterward which will benefit their career in general.
5. Feedback for all
Contrary to popular belief, feedback is not limited to a hierarchical exchange between a manager and his subordinate. In a healthy work environment, the latter is also free to evaluate the actions of his superior. More and more companies are encouraging this practice called “360-degree feedback”.
Employees, themselves, can also participate in this exercise, which has the benefit of strengthening synergies within the same team. In some companies, these “360-degree feedbacks” are even a prerequisite for any career development.
It is less natural to see companies offering employee evaluation forms to their managers, but it is a point that more and more companies where it is good to work insist on. It can even be a way to get promoted.
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