What can you do when you’ve given someone feedback and they’re just not getting it?  This is a common dilemma at work and opens up two possibilities.  The first is to adjust your approach to giving feedback until you’ve been successful in giving your feedback in a way which can be heard and understood.  The second is to take your frustration elsewhere – to share it with your filing cabinet, colleagues, spouse or pubmates, for example.  Often, the first option is the most difficult.  At the same time, when we give feedback we do so for a reason – there’s something we want to change as a result.

Recently a colleague from the world of nonviolent communication (or NVC) highlighted a brief video on YouTube of coaching by Miki Kashtan* in how to say “no” when someone wants your time at work.  Miki’s coaching helps the person wanting to give feedback whilst also helping to preserve the dignity of the person receiving the feedback.  When we get it right, it’s not just that our feedback is heard and understood:  both parties have new insights which they can apply across their lives, they understand each other better and their sense of trust and connection is preserved and maybe deepened, too.

For me, Miki’s coaching illustrates some common ways we use language and their limitations.  One of these is to speak generally when we give feedback rather than to highlight specific examples.  This can have the effect of making it hard for the recipient to hear and understand our feedback whilst at the same time carrying the risk of making a statement about the person rather than about specific behaviours which didn’t work for the giver of feedback on particular occasions.  The person receiving feedback can be left with an uneasy feeling as they absorb the message that they’ve “done something wrong” and maybe even the message that there’s “something wrong with them” without being able to understand the message and its implications.

A second way in which we commonly use language when we give feedback is to mix together the other person’s behaviour and our response to that behaviour.  “You talk too much” would be one example:  you only need to scratch the surface of this statement a little to realise that we don’t know how much a person talks when they “talk too much” though we can infer that the person giving the feedback is not enjoying it.  So common is this language pattern that most of us would not even notice it.

Perhaps Miki’s brief video (just ten minutes long) illustrates something else, too.  Beneath the label “nonviolent communication” – a label that can seem off-putting to some – lie both sound thinking and practical alternatives to aspects of communicating in our culture which limit the results we can achieve.

*Miki is co-founder and senior trainer at BayNVC in Oakland, CA, USA, host of the Conflict Hotline on KPFA radio, and for several years coordinator of the global CNVC project on applying NVC to social change.