If you're only going to read one page about feedback online, let it be this one. Feedback is a complex social phenomenon that one could spend years delving into. That’s what we’ve chosen to do, as it’s our area of expertise, but not everyone needs that level of depth. Therefore, we’ve gathered a strong foundation for you if you want to use feedback as a tool for developing people, relationships, or processes.
What is feedback?
Feedback is the exchange of perspectives and information that can help modify and strengthen a person’s behavior. It’s used when someone wants to share their own perspective with another person regarding their behavior or actions.
At Feedwork, we focus on feedback between people—unlike the type of feedback that occurs between electronic components. Specifically, we emphasize feedback in the workplace, though it’s also an intriguing topic within the home.
When we give feedback, it’s about bringing our observations about our colleagues or employees to life. Perhaps we’ve noticed something about their approach to completing processes, their attitude toward change, or their style of presenting during a team meeting. It’s about combining our observations with past experiences and a genuine desire to help others improve.
The 3 Types of Feedback
To reduce confusion and ambiguity when discussing feedback with colleagues, it’s helpful to categorize feedback into three main types: appreciative feedback, developmental feedback, and evaluative feedback.
Each type addresses different human needs, which is why it's beneficial to establish a shared language around them.
Appreciative Feedback
Use appreciative feedback when you want to thank a colleague or acknowledge their efforts.
- For instance, when you thank a colleague for helping you with your project last week.
- Or when your manager mentions they particularly liked pages 6 and 7 of your report.
Developmental Feedback
Developmental feedback is aimed at helping your colleague improve, either by correcting or encouraging them to maintain certain behaviors.
- For example, when you suggest ways for a colleague to communicate their message more clearly during a presentation.
- Or when you point out how they might apply their strong organizational skills to other areas of their work.
Evaluative Feedback
Evaluative feedback involves assessing a colleague’s performance on a scale and relating it to your expectations.
- For instance, when you’re told by a colleague that you performed well compared to your usual standards.
- Or when, as a manager, you inform your team that the project has not yet reached a satisfactory level.
The risk of misunderstandings is high if we aren’t speaking the same language when expressing our feedback expectations. That’s because each type of feedback addresses distinct underlying needs:
- Appreciative feedback addresses the need to feel seen and valued.
- Developmental feedback speaks to the need for growth and progress.
- Evaluative feedback fulfills the need for certainty.
Appreciative feedback helps us feel that our work makes a difference and that our efforts matter to others. Developmental feedback enables us to improve and become better than we were yesterday. Evaluative feedback provides clarity about our performance, reducing uncertainty.The idea behind categorizing feedback into these three types is rooted in the fact that all humans share these universal psychological needs. However, the degree to which we require each type of feedback varies. If a colleague expresses a desire for your feedback, it can be helpful to understand which need they want addressed.Similarly, ask yourself: Which type of feedback am I typically most interested in? This awareness can guide you in requesting feedback from your colleagues and also help you recognize the type of feedback you usually offer to others.
Read our article about examples of good feedback
What does good feedback consist of?
Good feedback creates learning, development, strengthened relationships, and improved performance. It can take many forms, as feedback is a complex social phenomenon. Here are eight principles that are common to effective feedback.
1) Good Feedback Is Dialogical
A traditional but outdated view of feedback is that it involves an active giver and a passive receiver—a master and apprentice, a wise mentor and a seeker of advice. However, this approach is neither the most effective nor the most motivating. For optimal learning and motivation, feedback should involve two active participants. This way, both parties can achieve a sense of shared ownership, making it easier for the giver to understand what the receiver perceives as central. The dialogue begins with the giver inviting the receiver to share their viewpoints and thoughts throughout the feedback conversation.
2) Good Feedback Is Specific and Descriptive
For feedback to be beneficial and easier for the receiver to understand and apply, it should focus on specific situations, concrete behaviors, or distinct experiences. Avoid basing feedback on a general impression composed of many experiences, which can lead to feedback that is too broad or based on gut feelings and memories. Such general feedback can be difficult for the receiver to relate to or learn from. Instead, aim for frequent feedback based on everyday experiences.
3) Good Feedback Is Solution-Oriented
While feedback often focuses on past actions and outcomes, it’s essential to look forward as well. To boost the receiver’s sense of competence, motivation, and agency, feedback should include a perspective that looks toward future improvements. Focus on what the best solution might look like going forward, using both dialogue and direct advice.
4) Good Feedback Is Also Informal
A healthy feedback culture isn’t built solely on structured meetings like performance reviews or one-on-one sessions with the manager. It also includes informal and spontaneous moments, such as “coffee machine feedback” or “across-the-desk feedback.” These brief, everyday feedback exchanges between colleagues play a significant role in feedback culture and can be well-supported by more formal structures.
5) Good Feedback Is Frequent
“We should aim to improve 1% every week rather than 10% every quarter.” This gradual improvement approach highlights the value of frequent, small adjustments, making the impact visible sooner while minimizing the perceived challenge of each conversation. Frequent feedback becomes a habit, allowing for continuous improvement in both feedback practices and task execution.
6) Good Feedback Is Fair
Whether feedback should be corrective or appreciative is less relevant than whether it is perceived as fair. Research from the Corporate Leadership Council (2002) shows that the receiver’s perception of fairness is essential, regardless of whether the feedback is corrective or appreciative. If your feedback is perceived as unfair, it can demotivate your colleagues from engaging in future feedback with you.
7) Good Feedback Is Accepted
Acceptance is a crucial component of learning, which makes it essential in feedback, where learning is often the primary goal. The receiver should accept feedback before the process begins. Acceptance can be established in various ways, such as scheduling a meeting or participating in familiar processes. For informal feedback, acceptance can be created by the receiver asking for feedback or by you asking permission to give it. The more feedback conversations initiated by the receiver, the better—for both culture and learning.
8) Good Feedback Motivates More Feedback
Creating a sustainable feedback culture means using feedback in a way that endures over time. Each feedback conversation should leave the receiver with a desire and motivation to engage in feedback again. Without this, feedback habits and practices will decline. To avoid this, aim to conduct feedback conversations that inspire the receiver to take in the feedback, learn from it, and pass it on when the opportunity arises.
You can also read more about feedback questions
En konstruktiv model til feedback?
To structure your feedback effectively, it can help to follow a model that ensures you cover the essential elements. A clear structure increases the likelihood that your feedback will foster learning and resonance for the recipient. However, when using a constructive feedback model, it’s crucial to add your own personality and authenticity. This helps the recipient “feel” your sincerity, so don’t hesitate to stray from the structure when needed.
We recommend using the OPF Model, which includes these three steps:
1. Experience (Observation)
Start by focusing on concrete experiences or observations to ensure feedback is specific and actionable. Describe what you observed as neutrally as possible, relating it to behavior the recipient can adjust next time.
Example statements:
- “I noticed that you started the meeting by presenting the agenda with the 8 main points…”
- “I’ve observed that you haven’t contributed much during our team meetings over the past few months…”
- “I noted that you mentioned project ABC is our top priority…”
Being specific makes it easier for the recipient to understand which situation the feedback relates to, creating a shared basis for the rest of the conversation. A rule of thumb is to stick to things you could objectively observe, as though it were recorded on video. Avoid interpreting emotions, intentions, or social nuances.
2. Impact (Perception)
In this step, share how the observed behavior affected you or the team. Did it motivate you, create confusion, or make you feel unsupported? This is where you bring in your personality and preferences, helping the recipient understand why you’re offering the feedback.
Example statements:
- “… it may just be me, but I feel it goes against our agreement to keep meetings simple and focused…”
- “… and I miss your input because your unique perspective has previously brought us closer to our product launch…”
- “… and it gave me the impression that my project team and project DEF are lower priorities, even though our project contributes the most to our revenue…”
This step clarifies the significance of the feedback, whether it’s a minor suggestion or a critical matter that requires immediate action. Defining the impact helps avoid misinterpretation and ensures your message aligns with the intended weight.
3. Future (Solution-Oriented Focus)
The final step is to provide a forward-looking perspective. Offer the recipient guidance on how to proceed, either through advice or by inviting them into the solution-finding process. The choice depends on the context:
Advice or Question?
- Advice: Give direct advice if you’re experienced in the area, if the feedback involves a significant issue, time is limited, or the recipient has requested your input.
- Question: Use open-ended questions to encourage dialogue if the recipient has expertise in the area, if there are multiple possible solutions, or if they prefer to be part of the decision-making process.
Examples of questions include: “How do you think we could proceed from here?” or “What are your thoughts on what I’ve shared?”
Finding the right balance between advice and inquiry takes practice, but it allows for feedback that not only addresses the present situation but also empowers future growth and ownership. We have created a guide on questions and answers in feedback, which can serve as your roadmap.
A key point about the OPF model is that it works effectively for both corrective feedback and reinforcing/recognizing feedback. When used correctly, the model ensures three things:
- Shared Understanding: The OPF model helps establish a shared foundation and mutual recognition of the situation, increasing the likelihood of acceptance from the recipient.
- Informative Perspective: It provides the recipient with valuable information, including your perspectives, which they can build on and learn from.
- Solution-Oriented Guidance: The model keeps feedback solution-focused and directional, so the recipient is not left confused but instead has a clear idea of how to proceed.
Example
- Observation: “I noticed that you started the meeting by presenting the agenda with the eight points.”
- Perception: “The large number of points felt contradictory to our goal of keeping meetings shorter and more focused. I found myself losing focus from the beginning.”
- Future Focus: “Maybe in the future, you could split a meeting like this into two, inviting only the most relevant people to each? What are your thoughts on this?”
Using a feedback model can improve structure and clarity in your message. However, if overused or applied too rigidly, it can become restrictive or even make your feedback sound mechanical and impersonal.
What Is Positive and Negative Feedback?
The terms “positive feedback” and “negative feedback” are often used to refer to reinforcing (strength-focused) and corrective feedback. However, these terms can be misleading, as they may imply an inherent value, suggesting that receiving praise is a “positive” experience while receiving corrective feedback is “negative.” We find this a confusing oversimplification. Instead, we advocate for a more nuanced language that clearly describes the feedback's purpose without the value-laden labels.
Reinforcing and Corrective Feedback
Reinforcing and corrective feedback focus on the intent behind the feedback. In simple terms, they address whether we want to see more or less of the observed behavior.
- Reinforcing Feedback strengthens, cultivates, or maintains a behavior. Examples:
- “I appreciate when you use humor in your presentations; please keep it up.”
- “I value your curious questions in processes like this one. Thank you for them.”
- Corrective Feedback aims to change or adjust behavior. Examples:
- “I would increase the font size on your slides when presenting to a large group like today.”
- “If I were you, I’d try using fewer but more carefully chosen words to make your message clearer.”
High and Low-Quality Feedback
The quality of feedback significantly impacts the amount of learning and motivation it generates. High-quality feedback requires effort and is focused on the recipient’s growth. Here’s how they differ:
- Low-Quality Feedback often:
- Lacks concrete information
- Is missing a solution-oriented focus
- Lacks specific descriptions or observations
- Is delivered harshly or insensitively
By following good feedback principles and using the OPF model, you’re more likely to provide high-quality feedback that fosters positive results. For many teams, it’s beneficial to define locally what high- and low-quality feedback look like, as this clarity helps shape feedback practices toward desired outcomes.
Key Skills in Feedback
Feedback is a complex social process, drawing on various competencies. Here are some of the most essential:
- Listening and Curiosity: Effective feedback requires dialogue, creating mutual understanding. Both parties must actively listen and show curiosity.
- Asking Good Questions: Powerful questions drive productive feedback conversations, revealing insights and opening up new perspectives.
- Empathy: Understanding others’ feelings is crucial in feedback, allowing for smoother interactions and deeper connection.
- Perspective-Taking: Seeing things from multiple viewpoints can uncover new insights, making feedback richer and more collaborative.
- Emotional Regulation: The ability to control emotions helps keep feedback constructive and focused, even when emotions run high.
- Feedback Tools: Familiarity with various feedback tools and approaches allows participants to adapt to different situations and improve feedback outcomes.
- Aligned Expectations: While not strictly a skill, aligning expectations in feedback relationships ensures that everyone shares a common understanding of how feedback will be used.
The Role of Feedback in Leadership
Feedback plays a foundational role in leadership, where feedback skills serve as a toolkit for leaders. Leaders often model and facilitate a feedback culture within an organization, as they act as communicative hubs connecting various stakeholders. Leaders’ daily use of feedback heavily influences the culture around them, impacting the organization’s overall feedback dynamics and effectiveness.
The feedback culture is also shaped by other leadership behaviors, where elements such as psychological safety, trust, goal orientation, recognition, and curiosity significantly influence a team’s capacity to build a healthy and productive use of feedback.
When feedback functions optimally, it flows in all directions across the organization, crossing both vertical and horizontal boundaries (in traditional organizational structures). This also means that leaders should request and receive feedback as frequently as they give it. In a healthy feedback culture, the leader is not an all-knowing oracle with answers to all of the organization’s questions.
If you're a leader in an organization thinking, "But how should I start with feedback?" a good first step is to encourage, demonstrate, and motivate a greater demand for feedback. Healthy cultures are built on a foundation of demand, or pull. Your first steps could involve going out and seeking feedback from your colleagues or employees, showing them that you support this behavior and that you are an active participant in developing your feedback culture. The next step might be to encourage your employees to seek feedback from relevant collaborators on their own projects and deliverables.
Leadership and feedback are so closely linked that we always involve and engage leaders when working on feedback within organizations.
Read about: systematic leadership
What Is the Purpose of Feedback?
Feedback is never an end in itself; rather, it’s a means to achieving other goals. These goals may vary depending on the organization, but it’s essential to understand the purpose, as the way feedback is applied will depend heavily on the goal’s nature. For example, the use of feedback differs significantly when the objective is to foster more innovative products versus improving employee well-being.
Goals may be diverse and can even be multiple at the same time. Here are some examples of what the purpose might be:
- Creating a more learning-oriented organization
- Reducing product error rates
- Optimizing work processes
- Enhancing well-being among employees
- Building a more attractive workplace
- Improving job performance
- Increasing employee-driven innovation
An essential point about goals and feedback is to include the purpose in internal communication around feedback. This transparency helps employees understand the value, as they’re likely to ask, “What’s the point of all this?”
Anything Else About Feedback?
There are countless other perspectives on feedback that we could have covered in this article. If you have unanswered questions, feel free to explore our knowledge selection, where you’ll find a wealth of articles, podcast episodes, short videos, free webinars, practical guides, and more.
Perhaps you’ve reached a point where it’s best to give us a call and discuss your feedback questions? We’d be more than happy to help.
