I've, already, found a number of sources that cite the elements of constructive feedback, examples of it, etc. What I'd like to find, though, is more compelling research-based information regarding the affect poorly-communicated feedback has on performance, engagement, etc. and, conversely, a quantifiable measure of the positive impact of constructive feedback

Thank you for clarifying. That's much more specific...and sounds very much like you are working on proving a hypothesis? Is that correct?

quote:

Originally posted by NJT Trainer:
I train on giving feedback in both a Coaching Workshop as well as a Performance Management workshop. I use the "standard" model:
1. State the purpose of the feedback
2. Describe the observable behavior
3. Describe the impact of the behavior
4. Provide opportunity for the other person’s response
5. Offer suggestions and explore solutions
Review the decision made and state positive commitment

I don't have any information on receiving constructive feedback; I think if it's given properly there shouldn't be an issue with receiving it. I hope this helps. Good luck with your program (very worthwhile).

Good morning, NJT Trainer:

Thank you for your specific suggestions & your encouragement - I appreciate your insights very much. Regards, Lanne

It is all about the impact. Most people don't realise the effect of their behaviour or miss-behaviour on others and how it impacts them. A good constructive feedback should prepare the scene until the impact can be discussed and then close it on good terms to increase the likelihood of changes behaviour in the future.

An example is the 4-Step feedback depicted in Communication Skills Training Course along with corresponding exercises.

Hope this helps.

Giving and receiving feedback are two sets of behaviors. Here are some tips for constructively receiving feedback:
Conversation killers:
• Defending yourself or actions may be a natural reaction, but does not allow you to understand the other person's perspective.
• Dismissing the feedback – Thinking that, “They haven’t seen me in any other context” or "They are seeing me through what they want me to be, not who I really am.” Consider the source, but also consider how this same aspect might be seen by others.
• Blaming others - “It’s not my fault…” Accept that you were dependent on others, and consider how you approached them to help you that may have contributed to the failure.
• Rationalizing - “Yes but…” Justifying your behavior as an atypical response necessitated by a particular situation or series of events won't help to prevent it from happening again.
•Disagreeing - Telling the person why they’re feedback is wrong will not work.
•Interrupting or finishing the other person’s thoughts gives the impression that you don’t really want to hear what they have to say.
•Sulking, or withdrawing from the person giving the feedback afterwards will not encourage
them to work with you in the future. Although initially appealing, this if often not constructive.
• Ruminating on Feedback - If the feedback is less than glowing avoid the temptation to re-enact the conversation to a friend as this only re-engages your emotions. Do talk about it with someone else, but make sure you’re emotionally detached first.

Do’s
• Keep some perspective. If feedback relates to a specific instance or to one part of your life,
keep it in context. Now you know about it and you have the opportunity to do something about it.
• Evaluate the information before responding. Feedback is given through the other person’s
perspective. It may tell you more about the person saying it than it does about you. If you
don’t agree or understand, ask for an example.
• Make your choice how to use the information. Feedback can be a gift allowing you to grow and develop as a person, in a job or in a relationship. It is ultimately your choice how to act, or not, upon feedback received.
• Giving or receiving feedback can be an emotional roller-coaster if you let it be. Learn how to receive feedback gracefully, giving you the emotional head-space to learn and grow from the experience.