Feedback

The central formal feedback instrument at TU Braunschweig is the annual review. It is an institutionalised exchange format between managers and employees that ideally takes place once a year and sheds light on the overall work situation.

Other times for structured feedback can be, for example, the probationary period, the return after a long absence or the departure of an employee. Support aids are currently being developed for these discussion occasions and will be published in this toolbox at a later date.

Informal situational feedback is spontaneous feedback that arises directly from a specific situation and does not require a formal framework or appointment. This form of feedback is often used to recognise special achievements, but it can also be used to provide constructive advice.

Managers can encourage their employees to make feedback a matter of course:

• regularly seek feedback from their colleagues
• give open feedback on collaboration and team dynamics in team meetings
• Agreeing on binding feedback rules can help to reduce reservations about feedback.

This method helps to formulate critical feedback objectively, comprehensibly and constructively:

Step 1: Describe perception

The starting point for the feedback discussion is always a specific situation. Begin by describing your observation. Refrain from making interpretations or generalisations. Describe what you saw, heard or read in the situation.

Step 2: Describe the effect

In the next step, explain what emotion the situation has triggered in you. This will help the person you are talking to understand your reaction. Formulate both your feeling and the value or need behind it in an I-message.

Step 3: Express your wish

Focus on future situations and express your wish.

The STATE method is a variation or extension of the 3W method and focuses on dialogue between the person giving and the person receiving feedback.

Step 1: Share the facts

Start the conversation by sharing your observations objectively. Describe what you have specifically observed without including interpretations. Use examples, facts, observations, things you have heard, things you have read, specific situations and behaviour, but not character traits.

Step 2: Tell your story

Explain how this perception affected you. What thoughts, fears, worries and emotions did it trigger? Express your interpretations, but make sure you name them as such and distinguish them from the facts. I-messages help you to formulate these points.

Step 3: Ask for the other's path

Invite the feedback recipient to share their point of view. Listen attentively, ask questions and create a pleasant environment for dialogue. Paraphrase what you hear to develop a better understanding.

Step 4 Talk tentatively

Express your points of view thoughtfully, especially when it comes to interpretations. Describe how what has been discussed so far affects you personally and avoid making rigid assertions. Remain open to the other person's point of view and perspective.

Step 5: Encourage testing

Emphasise that your aim is to understand the situation and reach a common understanding, not to be right. The other person should be encouraged to share their point of view and clarify any misunderstandings. It is helpful to avoid the accusatory-sounding "why question".

Ask for feedback:
Approach managers and colleagues or other people to give you feedback. Formulate precisely which aspect you would like feedback on. Reflect in advance on whether you currently feel ready to receive feedback.

Listen actively:
Try not to interrupt and concentrate on content, capturing feelings and sensations. General tips on conducting a conversation will give you further tips on basic conversation techniques.

Let the person giving feedback finish speaking:
You cannot know what the person wants to say until they have finished speaking. Ask how something is meant if it is still unclear. This will ensure that you have understood your feedback provider correctly. Also ask for specific examples and suggestions.

Try to put yourself in the feedback giver's shoes:
Don't be defensive. Instead, welcome the feedback provider's ideas and ask questions so that you can better understand their point of view. Always summarise what has been said and ask for any corrections.

In the case of critical points, avoid immediate justification and defence:
Describe your own perception with the help of "I" messages and think about what could be done better. Ask what was expected in the specific situation.

End the conversation on a positive note:
Finally, briefly summarise the conversation again. What was emphasised positively? What was criticised? What alternatives and options were discussed?  Let the feedback sink in and thank them for it.