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Use when designing feedback rituals or training managers on giving and receiving feedback — covers SBI, Radical Candor, conditions for effective feedback.
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| name | feedback-frameworks |
| description | Use when designing feedback rituals or training managers on giving and receiving feedback — covers SBI, Radical Candor, conditions for effective feedback. |
Kluger & DeNisi's 1996 meta-analysis is foundational: feedback improves performance about ⅔ of the time and hurts performance about ⅓ of the time. The conditions for effective feedback:
When these are missing, feedback can backfire. The fix is not "more feedback" — it's better conditions.
The most usable framework for everyday feedback:
Example:
"In yesterday's design review (S), when you cut Maya off three times in a row (B), I noticed she stopped contributing for the rest of the meeting (I). Was that the outcome you wanted?"
The closing question is optional but powerful — it invites reflection rather than defensiveness.
Two axes:
The four quadrants:
Most managers err toward ruinous empathy. Train for both axes.
Praise is feedback too. Same rules:
Bad: "Great job on the launch!"
Good: "The way you sequenced the launch — handling the partner objections first, then the comms team — meant we hit the date without surprises. That sequencing was the move."
The second is replicable, repeatable, motivating. The first is forgettable.
A separate skill (Stone & Heen, Thanks for the Feedback).
Three triggers that derail receiving:
Counter:
Train managers on receiving as well as giving.
The annual review should contain zero new information. If it does, the manager has failed in the year-round.
The kind managers receive least. Engineer for it:
Without upward feedback, managers operate on filtered information.
For development: useful, asynchronous prompts (3–5 questions tied to competencies).
For evaluation: cautious. Use as input to manager assessment, not as a vote. Watch for sycophancy and retaliation.
Use with care.
For development: well-suited. Aggregate input from manager, peers, reports, partners. Recipient owns the action plan.
For evaluation: high risk. Easily a popularity contest. If used:
Suggested content:
Allow 3 hours minimum; role-play heavy.
feedback-systems-designer agentmanager-enablement-coach agentone-on-ones skilldifficult-conversations skill