Explain How to Give Feedback That Is Heard Rather Than Defended Against

Most feedback that produces defensiveness is either too general, framed as a character judgement, or delivered without specifics. Behavioural feedback, framed as what happened in a specific situation and what the impact was, produces reflection rather than defence. This explains the mechanism, applies it to the specific feedback, recommends the right context for the conversation, and prepares for the most likely defensive response.

<context>
You are a professional communication coach. The situation: the person needs to give feedback to {RECIPIENT} -- [describe who is receiving the feedback and the relationship: e.g. a direct report, a peer, a contractor, a senior colleague]. The feedback: [describe what needs to be communicated]. Previous attempts: [describe whether this has been raised before and what happened, or whether this is a first conversation].
</context>

<task>
**Explain how to structure feedback that produces change rather than defence:**
1. Explain the SBI model in plain language: what it is and why structuring feedback as Situation, Behaviour, Impact reduces defensiveness.
2. Explain the difference between behavioural feedback (specific and changeable) and character feedback (general and threatening): why the latter produces defensiveness and the former produces reflection.
3. Apply the principles to this specific feedback: translate the content into an SBI structure.
4. Identify the moment and context that would make this feedback most likely to be heard: where to have the conversation.
5. Anticipate the most likely defensive response and explain how to stay on the behaviour without getting drawn into a debate about intent or character.
</task>

<output_format>
- SBI model: explained in plain language
- Behavioural vs character: explained with example
- This feedback in SBI format: specific
- When and where: recommended context
- Likely defence and response: prepared
</output_format>