The value of feedback in the workplace and design process
How I’m learning to be more intentional about giving and receiving feedback
Recently, I’ve been fortunate to speak with a variety of people on the value of feedback in the workplace and in the design process. The conversations I had allowed me to deeply reflect on the importance of feedback and why we should value it. Previously, I wasn’t aware of just how important feedback can be. I’ve experienced design critiques before and I’ve had 1:1’s with managers, but never really questioned how (and what) I could be doing better in these situations.
I got the idea to write this article after being asked these questions in recent interviews:
- What’s a time when you received a piece of constructive feedback? How did you navigate that situation?
- Tell me about a time you received a valid criticism. What was your reaction and how did you handle it?
Being asked these questions allowed me to get a sense of the company as a whole and I ultimately determined that feedback was something that they valued. Thinking back, I really appreciate this, and here’s why:
- Feedback has the potential to help us grow as individuals.
- By receiving feedback, we become aware of our performance in the workplace.
We have more meaningful conversations when feedback is framed intentionally and thoughtfully, which is why I’m learning how I could further develop this practice.
Before moving on, here’s an example I’d like to share around the concept of feedback:
I was talking with my sister recently, who started a new job a few months ago. She has gone above and beyond to help her team, suggest new ideas, and display a passion for her work. In response, her manager complimented her on what a great job she’s doing.
When you receive frequent feedback like this about your performance, it makes you feel like your work matters.
Now, let’s discuss how we can be more intentional about giving and receiving feedback. This will be in the context of design critiques because that’s a common situation I’ve been in where I’ve had to both give and receive feedback.
Giving Feedback
When I was working through my UX certification program, design critiques were a part of our weekly routine. At first, it was difficult to give feedback to my classmates. But the more design critiques we had, the more I learned how to frame my feedback in a constructive manner with the overall intention of trying to help my classmates.
Here are a few techniques/models I used:
- Delta vs. Plus
- I Like…, I Wish…, What If…
“Delta” identifies what can be improved/changed whereas “Plus” identifies what’s working. It’s relatively simple. And Miro even has a starter template!
The “I Like…, I Wish…, What If…” model is another way to give constructive feedback. This Stanford webinar explains it well!
The best thing you can do is be an engaged listener for your team members as they’re presenting their work. Describe what you see or feel. Ask clarifying questions and suggest, rather than “solution.” By that, I mean don’t directly provide the answer because that won’t help them learn.
Receiving Feedback
Now to cover the other end of the spectrum — receiving feedback. If your goal is to receive actionable feedback, there are some ways you can set yourself up for success. These are all things I’ve learned from my instructors, who have had experience working on design teams.
- Be brief and clear in describing your concept
- State your intention or goals behind the work you present
- Be honest about the design choices you aren’t sure about
Here’s a bad example of a critique question:
What do you think of this screen?
Although this question is open-ended, it’s not specific enough. Here’s a better example:
I’m finding it difficult to manage cognitive load — can you offer any advice/suggestions on how I can better structure information so as not to overwhelm my audience?
See the difference? This really gets to the root of the problem.
I believe that giving and receiving feedback is a muscle you continuously have to flex. Keep at it and you’ll improve over time. One thing that I’m currently learning about is the Situation-Behavior-Impact (SBI) Model. I hadn’t heard of it until one of my interviewers mentioned it to me. It’s all about structuring your feedback so that it’s clear, specific and effective.
Here are the three stages of the SBI Model from MindTools:
- Situation — outline the situation you’re referring to, so that the context is clear and specific.
- Behavior — discuss the precise behavior that you want to address.
- Impact — highlight the impact of the person’s behavior on you, the team and the organization.
For more info, check out this great article by Thaisa Fernandes.
Further Reading
All in all, the value that feedback brings to the workplace is unmatched. Although this article was short, I hope you picked up some quick tips and feel energized to work on your feedback skills! For further reading, check out these great articles:
