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Sales Negotiation Exercise 10: Peer Grou... > Principles of Feedback - Pg. 339

Handout: Principles of Feedback Sales Negotiation Exercise 10. Principles of Feedback 1. Feedback is descriptive rather than valuative. Because it presents a description of the feedback giver's personal reactions, it leaves the individual who is receiving the feedback free to use it or not to use it as he or she sees fit. By avoiding valuative language, it reduces the need for the individual to react defensively. 2. Feedback is specific rather than general. To be told that one is "dominating" will probably not be as useful as to be told that "just now when we were deciding the issue you did not listen to what others said and I felt forced to accept your arguments or face attack from you." 3. Feedback takes into account the needs of both the receiver and giver of feedback. Feedback can be destructive when it serves only our own needs and fails to consider the needs of the person on the receiving end. 4. Feedback is directed toward behavior that the receiver can do something about. Frustration is only increased when a person is reminded of some shortcoming over which he or she has no control. 5. Feedback is solicited rather than imposed. Feedback is most useful when the receiver has for- mulated the kind of questions that those who are observing the receiver can answer. 6. Feedback is well timed. In general, feedback is most useful at the earliest opportunity after the given behavior (depending, of course, on the person's readiness to hear it, on the support avail- able from others, etc.). 7. Feedback is checked to ensure clear communications. One way of doing this is to have the re- ceiver try to rephrase the feedback received to see if it corresponds to what the sender had in mind. 8. When feedback is given, both giver and receiver have the opportunity to check with others in the group the accuracy of the feedback. Is this only one person's impression or an impression shared by others? (continued) American Management Association / 339