SBI feedback model

Social and physical pain produce similar brain responses

Brain scans captured through magnetic resonance imaging (MRI) show the same area associated with distress, whether caused by social rejection or physical pain. The dorsal anterior cingulate cortex (highlighted at left) is associated with the degree of distress; the right vertical prefrontal cortex (highlighted at right) is associated with regulating the distress.

3. Impact: The Third Part of the Situation, Behaviour and Impact Model

1. Situation: The First Part of the Situation, Behaviour and Impact Model

The last step in the SBI Model is to use ‘I’ statements to describe how the other person’s action has affected you or others or your performance.

2. Behaviour: The Second Part of the Situation, Behaviour and Impact Model

When you’re giving feedback, first define

the where and when of the situation you’re referring to. This puts the feedback into context and gives the other person a specific setting as a reference.

Examples of where and when: ‘

During the evening shift today I noticed…’ OR ‘Last week when you presented

to the client…’

Your next step in the SBI Model is to describe the specific behaviours that you want to deal with. This is the most challenging part of the process because you must communicate only the behaviours that you observed directly. You must not make assumptions or judgments about those behaviours. These could be wrong, and this will undermine your feedback.

‘During yesterday morning’s meeting, when you talked about the night shift KPI’s, you were uncertain about why a line had a negative score, and your calculations were incorrect.’

Naomi I. Eisenberger is a social psychologist known for her research on the neural basis of social pain and social connection.[1][2][3] She is professor of social psychology at the University of California, Los Angeles (UCLA) where she directs the Social and Affective Neuroscience Laboratory and co-directs the Social Cognitive Science laboratory.

FEEDBACK MODEL

SBI

The only way to know what someone intended is to ask them and the only way to let a person know their impact is to tell them. These important conversations rarely happen, though, and we move through our days in a tangle of misperceptions and actions based on incorrect assumptions.

Many difficulties can be avoided

by having a clarifying discussion.

Though people usually intend to do the right thing, sometimes something gets scrambled

or misinterpreted along the way, and the impact is far from what they intended.

When somebody disappoints you, fails to deliver what you expected

what do you do?

he’s lazy … doesn’t care …

get somebody else to do the work … rethink responsibilities …

we create stories about people in our heads, especially when they disappoint us.

We see behavior, assume we know why the other person acted a certain way,

and react based on those assumptions.

Cognitive biases

Confirmation bias

Overgeneralization

person assumes an experience from one event will apply to other events.

Labeling and mislabeling

Confirmation bias refers to the tendency to search for, favor, and focus on information that supports our preconceptions.

”stupid”, ”disappointing ” are all negative labels

Mental filter

The mental filter is described by Burns as the process of picking out a negative detail in any situation and dwelling on it exclusively, thereby perceiving the whole situation as negative.