Over the past 30 years, we have read, heard and practised much about feedback. What we have also observed is how little of this good practice is acted upon. Ten years ago, we looked at this and the results of our looking resulted in a model that has been tried in companies. The most important result of this model is that it has increased the quantity and quality of feedback being given in the companies that have applied it. Let us share with you what we did and the model that resulted from the research.

Firstly, some background. We started with two simple statements – ‘people learn what to do from success’, and ‘people learn what not to do from mistakes and failure’. We hope you are saying that’s obvious. Perhaps, just perhaps, it is not as obvious as it first appears. Having asked people what they did in a particular situation, we found that many knew, but often had difficulty in describing specific behaviours that had led to success. They were often better at describing what they had got wrong. This was often related to the reaction of the person with whom they were interacting.

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