Practice knowledge base
SBI Model (Situation-Behavior-Impact)
The SBI model helps provide feedback through a specific situation, observable behavior, and its impact on work or people.
Documentation sections
What it is
SBI is a simple feedback framework: Situation, Behavior, Impact. A manager or colleague first identifies a specific context, then describes the observable action without judgment, and explains how it affected a task, client, or team. The approach helps discuss facts, not the person’s character. It is less effective if used as a formal wrapper for accusations.
When it helps
- Feedback sounds like a general assessment: “you are inattentive,” “the team communicates poorly.”
- Employees argue about intentions and personal qualities rather than facts.
- A manager needs to discuss a challenging incident without pressure or an accusatory tone.
- The team rarely acknowledges helpful behavior because they don’t know how to describe it specifically.
How to start
- 1 Choose one recent work episode that can be described without guessing the person’s motives.
- 2 Write down three points: where and when it happened, what exactly the person did, and what impact it had.
- 3 Have a brief one-on-one conversation and start with facts, not with a conclusion about the person.
- 4 Ask the person to clarify the context and suggest a next step, if it’s corrective feedback.
- 5 Set a common SBI template for the team so that recognition and constructive feedback are equally specific.
Expected effect
The team receives clearer feedback: individuals see a specific incident, their action, and the professional consequences. This reduces defensiveness and helps agree faster on which behaviors to repeat or change.
Common pitfalls
- Replacing behavior with labels: “you are irresponsible” instead of describing a specific action.
- Adding assumptions about motives: “you wanted to show you don’t care.” This brings the conversation back to arguing about intentions.
- Accumulating incidents for months and presenting them as a list. SBI works better close to the event.
- Using the model only for criticism and forgetting to acknowledge helpful behavior.
Further reading
- Book: Douglas Stone, Sheila Heen, Thanks for the Feedback
- Book: Kim Scott, Radical Candor
- Book: Kerry Patterson et al., Crucial Conversations
FAQ
Who should start using SBI?
Typically, the team manager or an HR partner starts: they set the conversation standard and lead by example. The template can then be shared with the whole team for mutual feedback and recognition.
Can SBI be used without training or a consultant?
Yes. To get started, a three-part template and one prepared conversation are enough. The key is not to recite the formula mechanically, but to separate the observable fact from the evaluation beforehand.
What if the other person becomes defensive?
Return to the specific situation and ask how they saw the incident. Don’t argue about the person’s character. Discuss the action, impact, and next work step.
How can you tell if the practice is working?
Conversations contain fewer labels and more specific examples. After receiving feedback, participants can identify which action to repeat, change, or discuss further.