Feedforward vs Feedback Examples: 10 Evidence-Based Coaching Practices
Describe almost anything you are working through and IX Coach finds the practices whose real-world fit is closest. For Feedforward vs Feedback Examples, these are the strongest matches in the current practice library.
Practices that may help
- Feedforward: Future-Focused Feedback That Actually Changes Behavior
Feedforward, developed by executive coach Marshall Goldsmith, replaces backward-looking critique with forward-looking suggestions — asking "what ideas do you have for the future?" rather than "what did I do wrong?" The core claim is that people are more receptive to ideas about what they could do than to judgments about what they did. Evidence is primarily clinical and practitioner-based rather than from controlled trials. - Receive every suggestion with only "thank you"
Accept all feedforward without debate, justification, or even agreement — just acknowledge and note.
Feedforward: Future-Focused Feedback That Actually Changes Behavior - Feedback Loops and Behavior Change
Feedback loops are the mechanism by which information about the gap between current and desired performance reaches the actor and drives adjustment. Cybernetics established the theoretical foundation; decades of applied research confirm that self-monitoring and feedback are among the most robust behavior-change techniques — particularly for health behaviors. The key design questions are feedback frequency, the right metric, and the gap between signal and response. - Ask for ideas about the future, not assessments of the past
Replace "how did I do?" with "what ideas do you have for how I could do better?"
Feedforward: Future-Focused Feedback That Actually Changes Behavior - Give feedforward as specific, actionable ideas — not generic encouragement
When giving feedforward, offer two concrete behavioral ideas, not praise or abstract advice.
Feedforward: Future-Focused Feedback That Actually Changes Behavior - Establish a no-argument rule in feedforward exchanges
In structured feedforward exchanges, neither party evaluates or debates the suggestions — only listens and notes.
Feedforward: Future-Focused Feedback That Actually Changes Behavior - Choose the right moment and setting for feedback
Feedback lands in proportion to how safe and ready the receiver feels — timing and privacy matter.
The SBI Feedback Model, Made Practical - The Feedback Sandwich: Why It Doesn’t Work and What to Do Instead
The feedback sandwich (positive–negative–positive) is the dominant model for giving feedback in workplaces, but research and practitioner experience suggest it routinely fails: recipients either remember only the positive parts or dismiss the negative as softened insincerity. The practices below cover why it fails mechanistically and what specific alternatives are better supported. - Maintain a clear, stable reference point for what good performance looks like
A feedback loop requires a target — without a stable reference point, data is just noise.
Feedback Loops and Behavior Change - Add a forward-looking request to SBI
Pair the impact statement with a specific, doable request for next time.
The SBI Feedback Model, Made Practical
Does this sound like the set of challenges you might be facing?
- The second someone suggests something, I’m already arguing back in my head
- Whenever I ask how I’m doing, the answer comes back as a verdict on what I already screwed up, and I spend the whole conversation defending myself instead of actually learning anything I could use next time.
- When I try to help someone get better I either go vague and cheerlead
- Every time my partner and I try to swap ideas it slides into scoring points
- I blurt out corrections in the heat of the moment, often right in front of other people, and instead of taking it in they just get humiliated and dig in
Related concerns
- Feedforward Examples
Feedforward, developed by executive coach Marshall Goldsmith, replaces backward-looking critique with forward-looking suggestions — asking "what ideas do you have for the future?" rather than "what did I do wrong?" The core claim is that people are more receptive to ideas about what they could do than to judgments about what they did. Evidence is primarily clinical and practitioner-based rather than from controlled trials.
- Feedforward
Feedforward, developed by executive coach Marshall Goldsmith, replaces backward-looking critique with forward-looking suggestions — asking "what ideas do you have for the future?" rather than "what did I do wrong?" The core claim is that people are more receptive to ideas about what they could do than to judgments about what they did. Evidence is primarily clinical and practitioner-based rather than from controlled trials.
- Feedforward Exchange
In structured feedforward exchanges, neither party evaluates or debates the suggestions — only listens and notes.
Establish a no-argument rule in feedforward exchanges
- Feedforward Feedback Examples
Feedforward, developed by executive coach Marshall Goldsmith, replaces backward-looking critique with forward-looking suggestions — asking "what ideas do you have for the future?" rather than "what did I do wrong?" The core claim is that people are more receptive to ideas about what they could do than to judgments about what they did. Evidence is primarily clinical and practitioner-based rather than from controlled trials.
- Feedforward Future Focused Feedback That Actually Changes Behavior At Work
Feedforward, developed by executive coach Marshall Goldsmith, replaces backward-looking critique with forward-looking suggestions — asking "what ideas do you have for the future?" rather than "what did I do wrong?" The core claim is that people are more receptive to ideas about what they could do than to judgments about what they did. Evidence is primarily clinical and practitioner-based rather than from controlled trials.
- Feedforward Future Focused Feedback That Actually Changes Behavior With Friends
Feedforward, developed by executive coach Marshall Goldsmith, replaces backward-looking critique with forward-looking suggestions — asking "what ideas do you have for the future?" rather than "what did I do wrong?" The core claim is that people are more receptive to ideas about what they could do than to judgments about what they did. Evidence is primarily clinical and practitioner-based rather than from controlled trials.
Describe your situation in your own words to search the complete practice library.