Which of the following is a correct SBI-based feedback example?

Which of the following is a correct SBI-based feedback example?

• A. Situation: In the last team meeting; Behavior: you spoke over others; Impact: The discussion was disrupted.
• B. Situation: You were late; Behavior: You apologized; Impact: The team forgave you.
• C. Situation: In the last meeting; Behavior: You contributed; Impact: The project advanced.
• D. Situation: During a call; Behavior: You listened; Impact: The meeting improved.

Answer: (A)

The strongest SBI-based feedback clearly ties a concrete moment to an observable action and its concrete effect on the team. In the example given, the situation is set as “In the last team meeting,” which provides the exact context. The behavior described—“you spoke over others”—is a specific, observable action. The impact—“The discussion was disrupted”—connects that behavior to a tangible consequence for the group. This complete link helps the recipient understand what happened, what they did, and why it mattered, which is the essence of SBI feedback. The other options fall short in one or more ways. They either use vague behavior (like “you contributed”) without a precise action, or they describe a positive or neutral outcome (like “The team forgave you” or “The meeting improved”) without clearly showing how a particular behavior caused that effect, or they describe a context that's less specific. In SBI practice, the most helpful feedback focuses on a concrete action and its direct impact on the work or team dynamics, which is why the first choice is the best.

The strongest SBI-based feedback clearly ties a concrete moment to an observable action and its concrete effect on the team. In the example given, the situation is set as “In the last team meeting,” which provides the exact context. The behavior described—“you spoke over others”—is a specific, observable action. The impact—“The discussion was disrupted”—connects that behavior to a tangible consequence for the group. This complete link helps the recipient understand what happened, what they did, and why it mattered, which is the essence of SBI feedback.

The other options fall short in one or more ways. They either use vague behavior (like “you contributed”) without a precise action, or they describe a positive or neutral outcome (like “The team forgave you” or “The meeting improved”) without clearly showing how a particular behavior caused that effect, or they describe a context that's less specific. In SBI practice, the most helpful feedback focuses on a concrete action and its direct impact on the work or team dynamics, which is why the first choice is the best.