Category 11 · 10 frameworks

Feedback

Methods for giving feedback people can act on, and for taking in feedback without getting defensive.

SBI Model

Center for Creative Leadership Describe the Situation, the specific Behaviour you saw, and the Impact it had. It keeps feedback factual and stops it drifting into judgements about personality. 02

Radical Candor

Kim Scott, Radical Candor (2017) A two-axis model: Care Personally and Challenge Directly. Feedback that does both is radically candid; dropping either leads to obnoxious aggression, ruinous empathy or manipulative insincerity. 03

Feedforward

Marshall Goldsmith Ask for suggestions about the future instead of critiques of the past. People share ideas more freely, and the receiver has nothing to defend. 04

Feedback Triggers

Douglas Stone & Sheila Heen, Thanks for the Feedback (2014) Receiving feedback well depends on spotting three triggers: truth (it seems wrong), relationship (it is about who said it) and identity (it shakes how you see yourself). 05

Pendleton's Rules

David Pendleton and colleagues, The Consultation (1984) A structured debrief that starts with the learner's own view of what went well and then what could improve, with the observer adding their perspective after each. 06

Stop / Start / Continue

Common retrospective technique with no single originator A three-question format that collects feedback on what to stop doing, start doing and keep doing. 07

Ask–Tell–Ask

Widely used in medical education; no single confirmed originator A short loop: ask for the person's self-assessment, tell them your observations, then ask what they will take from it. 08

BOOST

Common in UK management and coaching training; no single confirmed originator A checklist for good feedback: Balanced, Observed, Objective, Specific and Timely. 09

Feedback Sandwich

Common practice with no single originator; widely criticised by feedback researchers Placing a piece of criticism between two pieces of praise to soften it. It is included here mainly so you know its limits and can adapt it. 10

Feedback Equation

Lara Hogan, Resilient Management (2019) A four-part structure for feedback: an observation of behaviour, its impact, a question, and a request. It keeps feedback specific and turns it into a two-way conversation.

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