Change of perspective in feedback dialogue: Psychological methods and tools for managers

What it’s all about

Managers are often faced with the challenge of helping employees to change their perspective during feedback discussions. When dialogue partners have an entrenched, possibly incorrect view of certain aspects of work, it is particularly important to take a targeted and empathetic approach. Knowledge of psychological methods and tools can be crucial in these conversations in order to achieve the desired change. This article looks at how you as a manager can use these approaches effectively in five steps.

Step 1: Building a foundation of trust

Empathic listening

Empathetic listening is the first step in creating an atmosphere of trust. It is about showing the employee that their feelings and opinions are taken seriously. Empathic listening techniques include:

Active listening: Repeating and paraphrasing the employee’s statements to show that you understand their point of view.
Non-verbal communication:** Eye contact, nodding and an open posture signal attention and understanding.
Validation of emotions:** Recognise and name the employee’s emotions, e.g. “I understand that you feel frustrated.”

Step 2: Cognitive restructuring

The Socratic dialogue

The Socratic dialogue is a method that uses targeted questions to encourage reflection in order to break down entrenched thought patterns. You can use this method in a feedback dialogue by asking questions such as:

“What are the reasons for your current view?”
“Is there evidence to support or refute your assumptions?”
“How would you describe this situation if you were looking at it from the perspective of a colleague?”

These questions help employees to question their own assumptions and explore alternative perspectives.

Reframing

Reframing means looking at the situation in a new light. This technique can help to change negative or entrenched views. Examples of reframing in a feedback dialogue:

“I understand that you find this challenge a hindrance. What could be possible benefits or learning opportunities in this situation?”
“Could it be that this difficulty is also an opportunity to develop new skills?”

Reframing transforms the negative aspects into positive or neutral ones, which can contribute to a change of perspective.

Step 3: Encourage self-reflection and problem solving

Reflection questions

Reflection questions are designed to encourage employees to self-reflect and help them to recognise and change their own thought patterns. Effective reflection questions in the feedback dialogue could be:

“What was your initial reaction to this situation and why?”
“What alternative courses of action could you consider?”
“How might your reaction have influenced the view and behaviour of your colleagues?”

Such questions promote a deeper understanding of your own actions and their effects, which can lead to a change of perspective.

Problem-solving orientated feedback

A problem-solving orientated approach in feedback discussions focuses on working out solutions together with the employee. You can do this as follows:

Problem identification: “What specific problem do you see in this situation?”
Solution finding: “What steps could we take together to solve this problem?”
Resources and support: “What support or resources do you need to implement this solution?”

This approach encourages the employee to take responsibility and shows that the manager is willing to provide support.

Step 4: Promoting positive behavioural change

Positive reinforcement

Positive reinforcement is a method in which desired behaviour is strengthened through recognition and reward. In the context of a feedback meeting, this can be implemented as follows:

Recognising progress: “I’ve noticed that you’ve shown more initiative recently. That’s a big step in the right direction.”
Rewarding positive change: “Your new approach to customer problems has brought really good results. That’s very impressive.”

Such recognition can motivate the employee to continue working on their behavioural changes.

Development of an action plan

A concrete action plan helps the employee to put the discussed changes into practice. The plan should:

Define specific goals: “What do you want to achieve by the next meeting?”
Determine steps to achieve the goal: “What specific actions will you take to achieve this goal?”
Monitor progress: “How can we measure progress and make sure you are on track?”

A well-structured action plan provides clarity and direction, making it easier to implement changes.

Step 5: Long-term support and follow-up

Regular feedback loops

Regular feedback loops are important to monitor progress and offer support. These can include:

Follow-up conversations: “Let’s meet again in a fortnight to review your progress and discuss any obstacles.”
Ongoing support:** “How can I continue to support you to achieve your goals?”

Continuous feedback keeps the employee motivated and gives them the support they need.

Mentoring and coaching

Mentoring and coaching offer optional supplementary and longer-term support to accompany the employee on their path to a change of perspective. You can:

Assign mentors: “I think it might be helpful for you to work with (name of mentor) on a regular basis.”
Offer coaching sessions:** “Would you like regular coaching sessions to continue working on these issues?”

Mentors and coaches offer valuable insights and support that go beyond the feedback conversation.

Conclusion:

Changing perspectives is a complex but achievable process that requires targeted methods and tools. Managers can effectively support their employees through empathetic listening, cognitive restructuring, reframing, reflective questions and positive reinforcement. A well-structured action plan and continuous feedback loops ensure that the changes discussed are implemented sustainably. With the right approach, managers can not only change the way their employees see things, but also increase their commitment and performance in the long term.