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Drago-Severson (2016) explains that when providing feedback, an important consideration is delivering it in a way that the receiver can take it in. One method for doing this is to build a robust collegial relationship between the feedback giver and the feedback receiver. In this collegial relationship, the two participants must be engaged in conversation and dialogue. While these two terms may seem similar, the difference is that a conversation is back-and-forth between the two members, whereas Knight (2018) describes dialogue as "a meeting of the minds, two or more people sharing ideas. It is not a dialogue if I withhold my ideas, and it is not dialogue when I tell you what to do" (p. 13).
TRAFFIC ALERT!
This sign symbolizes creating dialogue in collegial feedback because of its function to alert drivers of the incoming and outgoing traffic.
Rather than coming to the dialogue as an expert doing the telling, Aguilar (2013) explains some responsibilities of the person giving feedback are "listening deeply, using various questioning strategies to advance the client's thinking, looking through a set of lenses in order to have multiple perspectives on the situation" (p. 240).
(Click the video to the left to hear expert Julian Treasure discuss five ways to re-tune our ears)
As a method for supporting the dialogue between the two parties, Knight (2018) provides a checklist for remaining present in the conversation.
(Click the picture to the right to gain access to the checklist)
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