The Giving Good Feedback Model

Margaret Cheng

35 years: Writer & HR Consultant

We know what bad feedback is. So how do you give good feedback? Join Margaret Cheng as she outlines the good feedback framework.

Culture Change

We know what bad feedback is. So how do you give good feedback? Join Margaret Cheng as she outlines the good feedback framework.

Speak to an expert

Speak to an expert today to access this and all of the content on our platform.

The Giving Good Feedback Model

14 mins 39 secs

Key learning objectives:

Understand the giving good feedback framework
Identify what makes feedback helpful
Outline the PACES model

Overview:

The giving good feedback framework says that all feedback should be aimed at the outer core of a person's observable behaviours and not aimed at the inner core, which is their sense of self (e.g. their values, beliefs or attitudes). The PACES model helps you follow the good feedback framework, as it forces you to ask yourself questions about the activity and behaviour using 5 key words: perception, activity, consequences, explain and success.

Speak to an expert

Speak to an expert today to access this and all of the content on our platform.

Summary

What is the giving good feedback framework?

In the giving good feedback framework, the focus is on observed behaviours, with the aim is to help people work round the four stages of Kolb’s Learning Circle. All feedback should be aimed at the outer core of observable behaviours and not aimed at the inner core, which is their sense of self (e.g. their values, beliefs or attitudes).

What makes feedback helpful?

Good feedback should always be helpful. Change the saying from “If you can’t say anything nice, don’t say anything at all,” to “if you can’t say anything helpful, don’t give feedback at all.” You should focus on:

1. The impact of these behaviours on you

2. The impact on the work you are trying to do

3. Discussing these reactions with the person you are talking to

What is the PACES model?

The PACES model helps you follow the good feedback framework, as it forces you to ask yourself questions about the activity and behaviour.

Perception: What do you think is happening? What do you think the person is supposed to be doing at this point?
Activity: What can you see them actually doing or not doing?
Consequences: What is the impact of what they are doing or not doing?
Explain: Explain in detail what the impact of their behaviour is on you, the team or the work. What is happening as a result of what they are actually doing or not doing? What is going right and what is going wrong?
Success: How do you think they need to change their behaviour to achieve the desired impact on the work?

Speak to an expert

Speak to an expert today to access this and all of the content on our platform.

Margaret Cheng

Margaret Cheng, a freelance writer, HR consultant, and executive coach, has spent the last year researching and writing a book, "Giving Good Feedback." With 30 years of experience in various sectors, including retail, financial services, consultancies, and charities, she has written on business-related topics for HR, outplacement, and career coaching consultancies and CIPD magazine. She will be incorporating her experience and book into her videos to discuss feedback and its potential for professional development and learning.

There are no available Videos from "Margaret Cheng"