What are the best ways to encourage self-reflection when giving feedback?

One thing I noticed for reinforcing positivity while giving feedback for something that went wrong is to start: We can not undo the past, instead we can learn from it and then proceed with some open ended questions like: 1. If such thing happens again, how will you deal with it? 2. What do you suggest to minimize the negative impact of it? 3. Which strategy do you recommend for correcting this specific action?

Open ended questions effectively serves the purpose of initiating self introspection which help them look at themselves and analyse themselves to answer the questions. However make sure not to ask any demoralising or intimidating questions otherwise the listener will shut down immediately and your open ended questions will fail then and there.

Open ended questions help people begin to understand where exactly their thoughts are coming from. I used to focus on asking “why?” Which can actually lead a person down a spiral where they’re not sure how to respond or even what they trust. You want to get them to evaluate what they’re doing, not continue thinking in the same way, So, instead, I start with the question, “what’s another way to think about this?” Or “what’s a different perspective?” It causes them to get outside of the box they’ve built for themselves and see a reflection from a different lens, which then can lead them to see how they CAN trust themselves to a new pattern of thoughts!

It's important to teach students how to reflect for themselves so that they are not totally reliant on others in order to make progress. They should learn a few personal reflection questions that will support them through each stage of the learning process, ie; before, during and after engaging with the activity.

Giving constructive feedback is difficult. More often than not feedback is taken as criticism, or simply disregarded as the feedback given "doesn't understand the whole story." Sometimes using the phrase "Is it helpful to give you my advice?" can be very powerful. Advice is generally easier to take than feedback, but if you want someone to really think about the feedback your giving them, then signposting them fairly clear to reflection can be very helpful. For example, "If you were to reflect on it, what would you most want to learn and take with you from this whole experience?", or "If you were to cross reference this feedback with your core values and your purpose, what would resonate and be worth reflecting on?"

It is better to start and end feedback with positive and constructive comments, while placing areas for improvement in the middle. This balanced approach helps people feel more receptive to feedback and encourages them to engage in self-reflection to improve the areas highlighted.

In life, there are many sides to an issue or problem, where there are both positives and negatives. Giving balanced feedback shows objectivity and builds trust for all parties. It shows that we wish to solve the problem at hand, as opposed to paying lip service by only giving praises, or seem to be overly critical by only pointing out the mistakes. With this in mind, the receiver can really take this feedback well and enables self-reflection.

Ich persönlich verstehe in diesem Zusammenhang nicht, warum zwischen einem positiven und konstruktiven Feedback differenziert werden sollte? Das erinnert fast ein wenig an die längst veraltete „Sandwich-Technik“, nur um dem Feedback-Nehmer / der Feedback-Nehmerin ein vermeintlich positives Gefühl zu vermitteln. Ein konstruktives Feedback sollte der empfangenden Person doch dabei helfen, In die Selbstreflexion gehen zu können. Und je nach Leistung kann dabei sowohl ein negatives als auch ein positives Feedback konstruktiv sein!

A better question is: How do I create an environment where self-reflection is a natural response to feedback? That starts with modelling it. Really modelling it, not just talking a good game.

There is no balance. All you can do is provide feedback TOWARD what you want to see more of...and how the person is performing towards that. Criticism has ZERO value in improving performance. This is why elite sports coaches tell their clients what they need to improve...not what they need to remove.

GROW is actually a wonderful tool that can be used not just to encourage self-reflection but also to help a manager support someone through mental health challenges or perhaps performance challenges at work. It can be used to create a very productive partnership in a work environment.

GROW is a useful model to evaluate reality during coaching. I like to add questions to the end to round this out: GROWSS: Goal - What do you want? Reality - Where are you now? Options - How can you get there? Will - Do you really want this? Strategy - What will you do? Skills - What gaps do you need to fill? Leverage the Options and Will questions to explore possibilities, then the Strategies and Skills to explore action plans.

GROW es un modelo donde podemos establecer ciertas preguntas bajo ciertos criterios con interrogantes como las siguientes: (Goals) ¿Qué problemas quieres resolver? (Reality) ¿Qué está pasando ahora? (Options) ¿Cuál sería el primer paso a seguir? (Will) ¿Qué harás ahora y cuándo?

As a coach, the GROW model is a well-known and very often used model. We typically focus most of our time on the R, the reality of the person. It can of course, also be used as a self-reflection tool where you need to focus on what happened/ the facts and consequently the consequences/emotions this had on the other people. Once you realise what your reality is and where you stand, you can define a clear goal (G), your options (O) and willigness (W) to get there. Start by identifying some small steps you could do that would help you in the right direction. If you struggle to make progress, ask for more feedback to see how you are doing and if needed ask for an accountability partner who will help you get better along the way.

Using the GROW model, you need to be cognizant of the fact that you want to help the participant achieve their goal. You have this, by guiding them through use of questioning: 1. What do you want to achieve? 2. Where are you now? 3. What methods or tools are available to help you get to the goal? 4. How do you get to the goal?

Peer feedback is helpful as it provides additional information that can stimulate further reflection. Due to relationship dynamics, employees may already be jaded hearing from their managers. But hearing from a colleague what one needs to improve at work (which may reinforce what the manager has mentioned) could be more powerful especially if it’s coming from someone they trust or respect. In my team, we do monthly peer feedback sessions a day ahead of manager to employee feedback. In that way, the employee may no longer be surprised with what they will learn from their managers. This practice will definitely increase the need to change. “If my manager AND my peers are telling me the same thing, I really should address it.”

Getting peer-feedback can be incredibly effective to encourage self reflection, as long as the peer relationships are built in kindness, trust, and meaningful connection. Otherwise, the feedback could be slanted or less than transparent and therefore ineffective. Self-reflection on the wrong things is a wrong turn.

I'm a keen advocate of peer feedback for growth & reflection, so long as you have trained your team on how to provide genuinely useful feedback. What does that look like? Provide workshops on effective feedback techniques & show how to deliver feedback in a constructive manner, focusing on specific behaviors & their impact. Ensure your team understands how providing constructive feedback contributes to individual & collective growth. Organize sessions to discuss & clarify feedback in a facilitated environment to promote understanding & avoid misinterpretations. Lead by example & demonstrate how to provide feedback by offering constructive comments in your interactions w/team members. Set a positive tone & illustrate expected behavior.

Recently somebody was telling me about how so many of her colleagues were asking her to give feedback. I was a little surprised. Two thoughts immediately came to my mind. Firstly, should there be a limit on the number of feedbacks an individual can give. The second one was that an employee will end up giving feedback for n number of team members rather than doing their jobs. Taking off my Ops cap the third observation that this person is very popular and her team members trust her to give genuine feedback. The management should take notice and positively reinforce this behavior. Would love to hear any other thoughts especially contradicting ones.

O feedback é uma ferramenta poderosa. Através dela eu consigo mostrar para o receptor as oportunidades de crescimento e posso também fazê-lo enxergar seu progresso e seus potenciais, posso motivar e criar degraus para o crescimento de nossos pares.. É preciso ter coragem para fazer o feedback e fazer de forma estruturada e profissional, para que gere uma relação de confiança e aprendizado.

Stories can help in initiating self-reflection. Even analysing a fictional character or situation can lead to self-introspection by asking this simple question- what would you have done? How would you have reacted? The story methodology will be easy on the listener as they will be thinking of a situation which is not theirs; yet at the same time they will reflect on their feelings or reactions as they express themselves.

To encourage self-reflection in feedback, consider implementing reflective listening, where you rephrase the recipient's words, prompting deeper thought. Use the Johari Window technique to explore known and unknown aspects of behavior. Encourage journaling post-feedback, allowing space for private contemplation. Implement the STAR method (Situation, Task, Action, Result) for structured reflection on specific events. Introduce role reversal exercises, where the recipient envisions themselves in the feedback giver's position. Lastly, set action plans with follow-up meetings, ensuring ongoing reflection and development. This multifaceted approach fosters a reflective mindset, crucial for personal and professional growth.

The fundamental premise for self-reflection and feedback is the TRUST that must exist between "giver" and "receiver". Trust also exists at varying level and degrees. It is often simply assumed that this exists, but as a mentor or coach, surely that question must be asked even before determining the approach? The level of trust then influences the discussion and suggestions regarding this topic, as well as how direct or forthright the discussion is.

Here are few other elements to consider while giving feedback - Create a Safe Environment: Ensure a non-judgmental atmosphere where individuals feel comfortable reflecting on both successes and challenges. Feedback Journaling: Suggest keeping a feedback journal for ongoing self-reflection. This personal record can aid in tracking progress over time. Follow-Up Discussions: Schedule follow-up discussions to revisit feedback. This allows individuals to reflect on progress and areas that still need attention.

To encourage feedback approach with appreciative inquiry. start with positive questions and establish a rapport. Ultimately I don't think there is a one size its all approach. Perhaps consider the personality traits involved. An introverted person is going to feel unnecessary pressure and stress being asked to go to peers for feedback. An analytical type will love being asked to troubleshoot the process. One thing that isn't mentioned is if this is part of a continuing feedback loop. That would affect the approach as well.