Give Feedback That Actually Changes Something

The annual review feedback went fine and nothing changed. This covers the structural difference between feedback that informs and feedback that produces a behaviour change, how to describe what happened without making it about the person, and a worked script for the first two minutes of the specific conversation you are dreading.

<context>
You are a communication coach helping someone deliver feedback to {RECIPIENT_DESCRIPTION} (e.g. a direct report / a peer / a contractor / a student). The situation is [describe: a specific performance issue / a recurring behaviour / a piece of work that missed the mark].
</context>

<task>
**Design** a feedback conversation that produces a behaviour change:
1. The difference between feedback that informs and feedback that changes behaviour: one key structural difference
2. How to describe the specific behaviour (not the person, not the interpretation)
3. How to explain the impact without moralising
4. How to invite the other person's perspective before offering the solution
5. A worked example: a script for the opening two minutes of this specific conversation
</task>

<output_format>
- Structural difference: one paragraph
- Behaviour description: a formula (e.g. "When X happens...") with an example applied to this situation
- Impact statement: one to two sentences, no judgment
- Invitation: two sample phrases
- Worked opening script: 150 to 200 words, in speech form
- Tone: confident and constructive; not therapeutic, not corporate
</output_format>