Tried and tested feedback techniques for an inclusive work culture
- Luka Özyürek
- 4 days ago
- 5 min read
In our last article, we wrote about why good feedback culture is essential for an inclusive and productive work environment. To summarize:
Inclusive feedback uncovers bias and discrimination. If everyone dares to speak up, even about supposedly minor issues, and everyone is able to accept feedback, this creates a more inclusive work culture.
Inclusive feedback helps to uncover power structures. It contributes to making decisions more transparent and helps to reflect on the influence of structural advantages and disadvantages.
Inclusive feedback takes into account different communication styles and needs, so that everyone can contribute constructively.
Inclusive feedback is constructive and specific, given promptly and pays attention to the appropriate setting. Everyone involved should be given the opportunity to express themselves and exchange ideas.
Today we want to introduce you to some of our favorite methods for giving and receiving feedback among colleagues, in a team or after events.
Flexible feedback method: I like, I wish, I wonder
What?
The person giving the feedback structures their thoughts according to the three statements “I like, I wish, I wonder”:
“I like”: What stood out positively? What was successful or enjoyable?
“I wish”: This is the space for constructive suggestions. What are some things you’d like the other person to do in the future? What change would you like to see?
“I wonder”: This can be used to discuss anything where you would like to better understand the other person's perspective. What worries them, what is unclear or simply piques your curiosity?
How?
It makes sense to time the feedback session. For example:
5 min: Feedback is given, the person receiving the feedback listens (actively).
5 min: The person receiving feedback can react, answer and ask questions.
5 min: Time to discuss and set goals together.
This ensures that everyone has an equal say, but does not get lost in insignificant details. After the first person gives their feedback, switch roles.
What for?
Ideal for regular mutual feedback, even across hierarchies. It also works well in small teams or for reflection at the end of a (smaller) project.
Acronyms for an inclusive work culture: AID and Co.
What?
"AID is one of many acronyms that you can memorize to make your feedback more constructive. "AID" stands for "Action, Impact, Do" (depending on who you ask, the "D" can also stand for "Development" or "Desired Behavior"). You then structure your feedback accordingly:
Action: What happened or what did the other person do? Try to describe this as objectively and factually as possible.
Impact: What happened as a result, what were the consequences? Important: This doesn't have to be about criticism, consequences may also be positive.
Do: What could the person do differently in the future, what should they continue to do? This is where you formulate constructive wishes or suggestions.
An example of feedback according to the AID scheme: "(Action:) You interrupted me several times in the meeting. (Impact:) That feels disrespectful to me and also causes me to lose my trains of thought, so I can't get my ideas across well. (Do:) Please let me finish in the future."
What else?
As an alternative to AID, there are many other acronyms that you can use, such as SBI (“Situation, Behavior, Impact”) or DESC (“Describe, Express, Specify, Consequences”). These are all based (some more, some less) on the basic structure of non-violent communication: an observation is shared as objectively as possible, then the resulting feelings and needs, and finally a constructive request for further action.
How?
You can use the AID method both for spontaneous feedback and as part of planned feedback sessions. In the latter case, it makes sense to time the feedback as described in “I like, I wish, I wonder”.
What for?
As a stand-alone method, AID is best suited for 1-on-1 feedback pertaining to specific situations, e.g. when you notice a mistake. However, you can also use the basic principle in combination with other methods to structure your thoughts.
One-sided feedback for larger groups: The 5-finger feedback
What?
In this method, the fingers are used as a mnemonic to structure your feedback. The fingers each stand for:
Thumb - What went well, what did I like?
Index finger - Something I’d like to point out.
Middle finger - What did I not like, what could have gone better?
Ring finger - Things I’ve learned or take with me.
Little finger - Something I feel didn’t get enough attention.
How?
If you’re doing this method in writing, all participants draw the outline of their hand on a piece of paper and write their answers on (or next to) the respective fingers. The pieces of paper are then collected and either given to the person responsible (e.g. seminar leader) or read together.
If you want to use the method for spoken feedback, everyone in turn holds one hand up and counts off their feedback using their fingers.
What for?
This method is particularly suitable for reflecting on individual projects and events, e.g. training courses or conferences. In writing, it can also be used for larger groups. The disadvantage of this method is that the feedback remains one-sided and there is no dialog - it is therefore less useful as a feedback method for teams, but can provide important insights for seminar leaders, event organisers, etc.
Which method suits your team?
There are of course a whole host of other, more or less tried-and-tested feedback methods - but why not get creative and come up with your own method that suits your team! At IN-VISIBLE, we have regular team reflection and feedback sessions where we try out new ideas from time to time. For example, we’ve done written reflections in the form of a roleplay character sheet or a letter to the team in the future. By finding feedback methods that suit you, you avoid it becoming a chore. And that's crucial, because if feedback seems like another “unnecessary” to-do in an already too busy working day, it’s going to be hard to establish a constructive feedback culture.
Feedback methods are not everything
In other words, feedback methods are useful if they help you and your team to structure your thoughts and conversations so that everyone can communicate honestly and constructively. They can help to provide structure and accountability, and make feedback accessible to colleagues who find spontaneous comments or unstructured conversations more difficult. But even the best feedback method only works if everyone understands why you are using it and is prepared to engage with it seriously. They are a means to an end - if you formulate your feedback perfectly using the AID method, but are already thinking about the next meeting, that’s not going to be a useful feedback session. Understand feedback methods as a tool for a good work culture, but not as a substitute for the right mindset.
Do you need support in establishing a good feedback culture in your team? We would be happy to advise you!
