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Focus feedback on description rather than judgment.
Description is reporting what occurred, while judgment refers to an evaluation in terms of value (such as good or bad, right or wrong, nice or not nice). Judgments arise from a person’s frame of reference or value system, whereas description represents more neutral reporting. Thus you might say “I notice you were interrupting Beth while she was making her point,” rather than “You are a really rude person.”
Focus feedback on descriptions of behavior in terms of “more or less” rather than “either-or.”
The “more or less” terminology implies a range of behavior and stresses quantity, which is objective and measurable, rather than quality, which is subjective and judgmental. For example, a person’s participation may fall on a continuum from “low” to “high,” rather than “good” or “bad” participation.
Focus feedback on the sharing of ideas and information rather than on giving advice.
Sharing ideas leaves the receiver free to decide for himself or herself, in light of his or her own goals and how to use the ideas and information. For instance, if a group member presents a scenario and asks your advice on how to handle it, you may want to solicit the group for suggestions for solutions. You may have to facilitate the ensuing discussion if more than one group member offers a solution.
Focus feedback on exploring alternatives rather than on answers or solutions.
The more we can focus on a variety of procedures and means for the attainment of a particular goal, the less likely we are to accept prematurely a particular answer or solution—which may or may not fit a particular problem.
Focus feedback on the amount of information that the person receiving it can use, rather than on the amount that you have which you might like to give.
Overloading a person with information reduces the possibility that he or she can effectively use what was received. When we give more than can be used, we are usually satisfying some need for ourselves rather than helping the other person.
Focus feedback on what is said rather than why it is said.
The aspects of information that relate to the what, how, when, where of what is said are observable characteristics. The why brings up questions of “motives.” In short, if you question “why” a person gives you feedback, you may not hear what he says.
Examples of Open-ended and Closed-ended Questions
In contrast to closed-ended questions, which require only a “yes” or “no” response, open-ended questions encourage the participant to more carefully consider a response and enable the facilitator to gain more information about the participant.
- What do you like about smoking? (open)
- What do you want to do about your smoking: quit, cut down, or stay the same? (open)
- Do you want to come back for a follow-up session? (closed)
- What brings you here today? (open)
- How have you overcome obstacles in the past? (open)
- Do you care about your health? (closed)
- What do you want to set as your quit date? (open)
- Are you willing to try this for one week? (closed)
- Have you ever considered walking as an exercise you can do? (closed)
- What are the most important reasons for your wanting to make a change? (open)
(Adapted from Dallavalle, B. L. & Gauvin. T.R.)
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