The SBI model of feedback is a useful framework for providing clear, specific, and actionable feedback. SBI stands for Situation, Behaviour, and Impact.

Here’s a Breakdown of Each Component:

1.0 Situation: Start the feedback by describing the specific situation in which the observed behaviour occurred. This helps set the context for the feedback and ensures that the person receiving the feedback understands exactly what you’re referring to. It’s important to be as specific as possible about when and where the behaviour happened.

2.0 Behaviour: Next, describe the specific behaviour that was observed. This should be objective and factual, focusing on what the person did or said, rather than making assumptions about their intentions or making personal judgements. The aim is to be clear about the behaviour that are being addressed.

3.0 Impact: Finally, explain the impact of the behaviour on you, the team, the project, or the organisation. This helps the receiver understand why the behaviour is important and the consequences it has. The impact can be positive or negative, and expressing it can help the receiver see the significance of their actions.

The SBI model is effective because it focuses on specific instances of behaviour and their impacts, rather than making general or personal criticisms (Bungay Stanier, 2010). This can help the person receiving feedback understand what they did well or what they need to change, and why it matters (Stone and Heen’s, 2014). Additionally, by starting with the situation, the model helps to depersonalise the feedback, making it less likely to be perceived as a personal attack and more as a constructive observation.

Here’s a Simple Example of How SBI Feedback Might Look:

1.0 Situation: “During yesterday’s team meeting (when we were discussing project timelines)…”

2.0 Behaviour: “…you interrupted several colleagues while they were explaining their progress.”

3.0 Impact: “This made it difficult for the team to share updates effectively, and some team members felt frustrated and undervalued.”

The SBI model encourages clarity, specificity, and objectivity in feedback, making it a valuable tool for effective communication and development within teams (Stone and Heen’s, 2014).

References:

Bungay Stanier, M. (2010). The Coaching Habit: Say Less, Ask More & Change the Way You Lead Forever. Box of Crayons Press.

Stone, D., & Heen, S. (2014). Thanks for the Feedback: The Science and Art of Receiving Feedback Well. Penguin Books.