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Our team has been very open to feedback both ways. However , this tool helped me understand things I should be doing more or haven't done at all. Usually while receiving feedback, I've gathered information as much as possible during the feedback discussion and tended to answer or explain my actions. After using this tool a couple of times, it does allow you to make better judgment of the feedback - what is the actual reason for your team members bringing this topic up, should this impact your activities, should this be a concern?

Absolutely applicable in any conversations - a great tool to teach us how to communicate better. Again, this is a dialogue with two parties having their own perspective and their own experience of the reality.

I haven't used this one yet, but it seems like a promising model to encourage feedback within the team.

It is good to remember that feedback is a tool to self-development. 
LADA seems to be a good tool to use because it is emotionless and helps to understand if the given feedback is worth taking seriously or not.
I will definitely give it a try.

I will use this approach when communicating improvements regarding an approach improvement with one of my team members. The approach is not affecting a lot of people, but it's good to address it since it can slower his/hers growth progression.

This can enhance my ability to give constructive feedback effectively and foster understanding and collaboration in various interpersonal interactions.

I finally found it! Or, rather, my training plan found it for me. I had a case challenge called "Fact-Based Feedback Shakedown Session" in my first month, and now this in the last month. Something to consider for Casehub: how to better indicate (and take into account) the logical dependencies between tools and their practice sessions when putting together one's training plan.

The tool itself is very valuable. What I feel takes the most effort is the last step - how to end on a positive note so that it doesn't feel insincere or as an afterthought.

Nice way to hold up an conversation on a loaded subject.

The worksheet is good helper as guideline for/in the conversation.

This is a great tool. I participated in a live tool session where we switched roles.
I was in feedback receiver mode and really felt the power of managers' questions. It sparks me to think about solutions and to see another perspective.
  
My key takeaway
- Agree on facts 
- Use questions to try to agree on the facts

This is a model that Wise teaches during their onboarding process to encourage feedback culture. While I agree with the principles of it I have always found it very hard to remember the sequence. For this reason I prefer the I-messages method while considering the principles of fact-based feedback, like agreement on the facts, targeting the feedback towards actions not people, giving instant feedback rather than only during performance reviews and agreement around how to continue (actions with initiative from the feedback receiver).

Nice tool to keep it less emotional and stay on the subject.

Agree! i usually follow similar plan in my daily work.

Hi Kristjan! For people to provide feedback to their manager, they must trust in two crucial aspects: 1) Giving feedback is safe for them 2) Their feedback is valued and will lead to action. It's beneficial to articulate these points clearly. Then, you might start yourself with your feedback and set the tone. And ensure your feedback is given with empathy and respect.

Thank you, Kristjan, for your comment. We are actively working on enhancing CaseHub's logic and algorithms and will be incorporating your suggestion. Regarding the tool itself, please note that the final step is not an absolute necessity. As you prepare for this conversation, take a moment to reflect on anything specific you'd like to acknowledge about this person. The final praise should be sincere and unrelated to the issue you just discussed. If you can't find a suitable point for praise, just skip this step.

A while ago, I heard that the I-message worked even on a very authoritarian leader. He responded to the junior colleague's message:"Oh, sorry! I didn't know you felt so!"

I like how this tool helps you establish context for the issue andallows the other party to feel involved with the question as the last step.

A good tool, but I think that in every situation you simply can't avoid the "you" word, because if a person has made a mess, you have to address it directly and he/she has to take responsibility for it.

In my opinion it's the simplest feedback tool out of hundreds out there as it doesn't overcomplicate the thought process. It helps prepare for the conversation without making many assumptions but only using observations. The beginning (micro-yes) and end (question) ensure a collaborative process instead of just "giving" feedback.

It's perfect timing for me to do this exercise. I just got my Performance Review feedback and am reflecting on it using a LADA tool. Action: I have a development goal for the next period to improve myself.

I recommend to use the tool, to resolve the conflicts among the collegues and share your pain effectively to others. Thanks

This is technique I learned during a negotiation training and have been using in team settings ever since. Although the model seems easy, it's very hard to give judgement-free descriptions - even if we think we're good at it. During the training we went through a role play to demonstrate it. The situation was that you heard from the director of the department that your team member was not present in the meeting where he was supposed to be. Everyone resorted to a description of "you weren't present in the meeting". In the example it turned out the director only popped in for a couple of minutes which was the exact time when your employee was in the bathroom, and automatically we understood the judgement although we all thought we were super fair. The better way would have been "The director attended the meeting and I heard from him that he didn't see you there" - and it makes a world of difference to the tone of the conversation.

Haven't had a chance to try this out yet, but I will try. However... I've had trouble getting direct feedback from some team members. I sometimes manage to steer the conversation in a way that they accidentally offer feedback on some deeper value questions, but so far I haven't been able to get constant results. Still feels like I luck into it whenever I manage to get solid feedback from them. Any tips? :)

I used this fact-based structured feedback approach a couple of times - you need to prepare before the talk and it helps the person on the other side to really understand the improvements feedabck.

It's pretty similar to the model I'm already familiar with, the worksheet gives structure to parts of it, so it should be interesting to try it.

I've started using the "I" message after the "non-violent communication" training we had, and the results are, without exaggerating, life-changing!

The 4-phased feedback formula seems to be a valuable tool for facilitating constructive feedback. Just a matter of staying objective as much as possible, navigating to a constructive dialogue or a joint problem-solving situation. Definitely worth viewing this video.

Seems like the form of the feedback is so important to hold up the curiosity and open-mindedness of the receiver. Maybe there is even a way to start the conversation by rising the curiosity.

Also really good point, that there has to be that "yes" or agreement before the real feedback starts.

This tool definitely gives a great structure to follow in situations where you must give constructive feedback. Thing to remember, is that the last point only works when it's genuine and you've prepared yourself before the feedback session, otherwise it'll leave a mixed feeling in the air

Well-structured table to collect the feedback.

Good and simple, definitely will be utilizing iMessage in my future discussions.

The 4-phased feedback formula seems to be a valuable tool for enhancing my communication skills, especially in delivering difficult messages. Regular practice and a willingness to learn and adapt can maximize its effectiveness.

I've practiced this before and it does create an open environment, whilst makes the receiving person feel safer. Though this can't be overused in my honest opinion, as this might not work with everyone - this works best when there's a strong trust between the two people. If a person tends to slide on deadlines more frequently , I-messages can create a false understanding that everything is still quite okay.

I think the most important part of the fact based feedback is the timing. Tackling it as soon as the situation happens is critical for the success.

I still feel like I need to practise this a lot. Will there be a live session for this? :)

I feel that this tool gives me confidence to give critical or constructive feedback to my colleges. I can use this structure which supports me and makes feedback giving easier. It also helps me to control myself not falling into old habits. Very important is training to use this tool with someone.

I used this tool a while back while giving feedback. A "micro yes" concept was new to me, and I can't tell if it was impactful or not in this case. I also practiced and read aloud, but probably not enough because it didn't go according to plan. I did open space for a meaningful conversation but failed to avoid giving suggestions. I got the message across, but I wish I could do so in a more concise and eloquent manner. What really turned out to be a good practice was me checking in after a few days

The idea of reversing the roles is great because it creates a certain switch that gives you a fresh perspective.

This method is similar to a method from "Self II" course that I have used previosully and is working good. I haven't tried in real life this I method but as I wrote worn the sentences on the worksheet I already saw the change in perception of the information. Will try it out asap.

Without much knowledge of this model previously I have instinctively taken this exact approach to receiving feedback through learning from my mistakes. In addition, I sometimes want to make sure I come back to the feedback giver after the Act part to share my plan and reiterate my gratitude.
This is also a model I often teach my team members to help them adapt to feedback culture as receiving feedback is a hard task from an emotional perspective.

This helped me to prepare for a tough meeting with my manager and gave me confidence.

Great question, Kristjan! :) Giving feedback remains an essential topic at the leaders' table, so we'll definitely have more practice sessions on this and other feedback-related tools. Keep an eye on the Timetable for new session additions! :)

It's a good and hands-on tool to use for difficult conversations or feedback. 
Personally I find it sometimes difficult to talk about feelings, and this tools highlights this and makes me reflect on how important it is to still to do it, even if it's difficult.

good and simple way to elliminate emotions from feedback and be constructive. Almost everywhere usable

Learning can only happen when we admit that something is not working. It can be our behaviour, reaction or way we are completing given assignments. Quite often, we need others to be the mirrors and let us know how we are perceived and how our actions are influencing others. Although giving feedback might be scary, there are ways how to do it in a constructive and effective way.&nbsp;The following tools will help you to give feedback and be constructive while doing it.&nbsp;

Giving feedback

It's a good sign when team members are willing to give you feedback.&nbsp;The prerequisite for this is a strong sense of trust and safety on their side, and that people respect you enough to bother. Next, you need to know how to receive and integrate this feedback well.This model for receiving feedback can be helpful when...<ul><li>You want to create a culture of feedback in your team</li><li>You feel uncomfortable receiving feedback, and/or don't know what to do with it</li><li>You want to help people in your team become better at receiving feedback</li><li>You want to improve unity, engagement and performance of the team</li></ul>Note: This tool is inspired by an article by <a href="https://purple.telstra.com/blog/lada-feedback-framework" target="_blank">Raphael Haddad</a>

LADA Model Worksheet

LADA Model Overview

LADA Model

Giving feedback, especially one that's critical or constructive, can be tricky. You may enter the conversation with best intentions, and yet, in a moment, emotions and defences come up.One way to share constructive feedback in a way that feels safe and easy for the other person to receive (and thus leads to a more productive discussion), is using "I"-language.<ul><li>Find the 4 key steps of a great "I"-message + top tips in the material below</li><li>Use the worksheet to practice - think through specific feedback you want to give someone</li></ul>An I-message is designed to facilitate constructive and understanding dialogues in a variety of settings - with colleagues, team members, managers, or even in personal relationships.&nbsp;<span style="font-family: -apple-system, BlinkMacSystemFont, &quot;Segoe UI&quot;, Roboto, &quot;Helvetica Neue&quot;, Arial, &quot;Noto Sans&quot;, &quot;Liberation Sans&quot;, sans-serif, &quot;Apple Color Emoji&quot;, &quot;Segoe UI Emoji&quot;, &quot;Segoe UI Symbol&quot;, &quot;Noto Color Emoji&quot;; font-size: 1rem;">A summary of a coaching session to prepare a leader for giving an I-message to her manager may be seen in our Case Challenge&nbsp;<a href="/case/b53baa651c285a6958b0d1f72d8affba" target="_blank">"Coaching Nadja"</a>.Note: Below is an illustrative video of I-message effects. While this video highlights 3 steps to an "I"-message, we've included a fourth which helps to move towards action/change.

I-message - Worksheet

I-message - Overview

"I"-messages

Leading people is enjoyable when they are knowledgeable, take initiative, and deliver good results. But this is not always so. Sometimes, people don’t keep promises, make mistakes or behave in unwanted ways. In such cases, it is the leader’s job to give them feedback and help them to improve.

Fact-based Feedback - 7 steps

Fact-based Feedback

Leaders’ ability to deliver difficult messages well is crucial for their success. Yet, the way most people give feedback is not brain-friendly. They are either very indirect or soft in providing feedback, so the receiver doesn’t even realise that feedback was given. Or they are too direct, causing the other person to become defensive.In the below video,&nbsp;LeeAnn Renniger offers a 4-part formula that you can use to deliver any difficult message in a brain-friendly way. It’s a simple and universal approach, equipping you to give feedback to anyone, both in a professional and personal setting. Use our overview document for the one-page unpack of the forumale, and our worksheet to prepare your own 4-phased feedback message.