Page 178 - Communication in Organizations Basic Skills and Conversation Models

Appendix B 167

useful feedback as observer you should always have the following points at the back of
your mind:
• What is the goal of the conversation?
• What skills does it concern?
• What is the function of the skills in question? It is on this point that you must be able to
give a comment after the conversation.
The information you wish to have after the conversation is:
• What did the conversation leader do and say during the conversation? Which skills did
they use? What is your comment on the application of the skills?
• Were the skills used in a functional manner? What was their effect?
• How did the conversation partner react?

Giving feedback

Immediately after the role play the conversation leader first gets the opportunity to ‘let
off steam’. What is their opinion bearing in mind the goal they had set themselves? How
did they feel? What were the difficult moments of the conversation?
Second, the conversation partner can give their impressions: What did they think of
the attitude and behaviour of the conversation leader? How did they feel about it? What
would they have liked to be different?
Third, the observer gives their impression of the conversation briefly and with
concrete headlines. Has the goal of the conversation been achieved? Was the structure
adhered to? What is their opinion on the attitude of the conversation leader?
Finally, the observer should offer systematic feedback with the use of notes made
during the conversation. This feedback focuses on the (basic) communication skills or
conversation model to be practised and the possible learning points of the conversation
leader.
It is important for both parties to realize that this feedback is based mainly on the
behaviour of the conversation leader during this conversation in interaction with the
behaviour of the conversation partner, and not on their (total) personalities.
It often happens that a conversation does not proceed as planned. Certainly it is
difficult for a novice conversation leader to keep an eye on everything. So, a lot can go
wrong! This is not a problem at all and is often very instructive. However, in practice it
appears that many trainees find it difficult to pass criticism to their fellow trainees. ‘Did I
see it right?’ ‘Isn’t that unkind?’ ‘Later it will be my turn and maybe it’s not so
important.’ Although these questions are understandable, constructive feedback is
necessary to a good learning process. The following considerations may facilitate the
observer:
• It concerns giving feedback on certain communication skills, conversation models, or
learning points. Businesslike criticism is restricted to this and does not involve any
negative comments on the character of the conversation leader.