5 min read
How To Give Feedback: The Clean Language Feedback Model*
*Clean Language was developed by David Grove, and the feedback model was developed by Dr Caitlin Walker.
Why do we need a model for feedback?
Feedback is crucial for learning and development, but many of us avoid giving it. This might be to avoid hurting others’ feelings or because we sense that our assessment won’t be listened to. The clean language feedback model is a useful resource for anyone giving or seeking feedback. It orientates the giver and the receiver within a clear structure that prompts reflection, stimulates curiosity and supports both responsibility and growth.
How is clean language feedback different?
Among the multiple feedback models available, this one stands out in its simplicity and effectiveness. It encourages us to think and reflect, and highlights that feedback can sometimes be a projection of the giver's needs with limited practical application. By helping to determine feedback’s appropriateness and usefulness, this framework encourages self-responsibility and openness, fostering an environment of continuous improvement.
Constructive feedback is information that is heard and understood both intellectually and on more instinctive, emotional levels. The clean language model ensures that feedback is constructive by including 3 elements:
Evidence: specifics that are seen or heard by the people involved. This might be overt - emails written or words uttered in a meeting, for instance - or more subtle, such as a raised eyebrow or sharp intake of breath.
Inference: the human meaning-making process that applies our personal opinion to facts; the assumptions we make about the evidence.
Impact: the result of the evidence and inference on the people involved.
Using this model prompts the following questions:
Evidence: What can I see? What can I hear? What is happening?
Inference: What am I assuming? What can I own as my projection?
Impact: What is the effect of the evidence and the inference on me? How do they affect other people (my team, organisation, clients etc)?
The model structures feedback to focus on the facts. It facilitates direct communication, making it easier to listen and to be open to information. Depending on goals and needs, it can shift relationships or company culture away from blame and shame towards cooperation and co-responsibility.
Expanding the model
3 simple questions can refine the model, expanding the framework and its applicability and making the enquiry more holistic:
What’s working well?
What’s not working so well?
What would work better?
What’s working well? focuses on positive aspects. This settles the system and instils confidence that the feedback will be constructive rather than solely critical. It establishes feedback as a dialogue and emphasises a collaborative exchange.
What’s not working so well? shifts the focus to collecting feedback about areas that may need improvement. Using the word "so" positions the inquiry gently, inviting exploration of minor issues. Feedback is presented as an opportunity to identify small issues before they escalate into more challenging concerns.
What would work better? invites actionable, practical insights and instils a sense of resourcefulness. The inquiry fosters a thoughtful, constructive approach towards improvement. Envisioning an improved scenario encourages creative consideration and proactive problem-solving.
The 3 categories of evidence, inference and impact are valuable on their own, and when used with the 3 questions, generate unbiased information and a conversational space that actively welcomes feedback.
Using the clean model to receive feedback
The model can also be used to receive, gather and collate feedback. Discerning between evidence and inference can help those receiving feedback to identify priorities and determine action. The insights that emerge enable both an overview and a strategic evaluation, helping to shape effective policies, allocate resources and ensure all stakeholders are heard, valued and actively engaged.
The model in practice
The clean feedback model encourages self-awareness and self-reflection and is applicable across one-to-one relationships, teams and corporate environments. It can shift ingrained habits and embed updated company values, steering away from fault-finding and towards a culture of cohesion, cooperation and shared responsibility.
Interested in exploring how the clean feedback model can help your team or company develop and continuously improve? Book a discovery call.
Watch Rachel explain how to give feedback using the Clean Language Feedback Model below.