Giving Effective Feedback
Branching scenario where managers practise delivering difficult feedback using the SBI model with realistic team dynamics.
Who this is for
First-time and mid-level managers preparing for a difficult feedback conversation with a team member
Learners will be able to
- Structure a feedback conversation using the Situation-Behaviour-Impact (SBI) model rather than vague or personal criticism
- Distinguish observed behaviour from interpretation and character judgement when describing a performance issue
- Respond to a defensive or emotional reaction without escalating the conversation or backing down from the message
- Agree a follow-up plan with specific, checkable commitments and a review date
- Recognise the point at which informal feedback should move into your organisation's formal performance process
Template prompt
“Create a branching scenario about giving constructive feedback to a team member whose work quality has dropped. Cover the SBI model (Situation-Behaviour-Impact), emotional intelligence, defensive reactions, and follow-up planning. Include decision points with consequence feedback.”
This prompt is fully editable. Customise it to match your audience, regulations, and learning objectives before generating.
What the 7 sections cover
- 1
The set-up: Priya's work has slipped
Context panel introducing the team member, the pattern of missed detail over six weeks, and what is at stake for the team and the manager.
- 2
Choosing your opening line
First branching decision: three realistic ways to open the conversation, each with consequence feedback showing how Priya reacts.
- 3
SBI in practice
Flashcard breakdown of Situation, Behaviour and Impact, with side-by-side rewrites turning vague criticism into specific, observable feedback.
- 4
Behaviour or judgement?
Scored sorting check: classify a set of feedback statements as observed behaviour or interpretation, with explanations for each answer.
- 5
When Priya pushes back
Branching decision handling a defensive reaction — deflecting, blaming workload, or going quiet — with emotional-intelligence guidance on each path.
- 6
Agreeing the way forward
Decision point on closing the conversation: setting one or two concrete commitments, offering support, and fixing a review date.
- 7
Debrief and key takeaways
Scored recap quiz on the SBI model and defensive-reaction tactics, plus a takeaway summary the learner can apply in their next one-to-one.
Structure is representative — the generator adapts sections to your edited prompt and passes every package through interactivity and visual-density quality gates.
See a real generated example
Sprint Review Reset: A Branching Feedback Scenario for First-Time Managers was generated with a prompt like this one — preview every section live and download the SCORM package.
Preview the live exampleTopics covered
Make it yours
- Upload your performance management or one-to-one policy so the follow-up planning branch references your actual review process and timescales.
- Change the scenario context in the prompt — for example a hybrid worker missing deadlines, or customer-facing errors — so the branching feels native to your sector.
- Adjust the seniority: ask for the same scenario pitched at senior leaders giving feedback to peers rather than direct reports.
Frequently asked questions
What is the SBI feedback model?
SBI stands for Situation, Behaviour, Impact — a structure developed by the Center for Creative Leadership. You anchor the feedback in a specific situation, describe the observable behaviour without interpretation, and explain its impact on the team or work. It keeps difficult conversations factual and reduces the chance of a defensive reaction, which is why it features widely in UK management development programmes.
Who is this scenario aimed at — do experienced managers need it?
It is written for first-time and mid-level managers, but the branching decisions are realistic enough for experienced managers to use it as a refresher before appraisal season. Because choices carry consequence feedback rather than simple right/wrong marking, even seasoned managers encounter approaches they would not have chosen.
Can this be tracked in our LMS?
Yes. The generated package exports as SCORM 2004 or SCORM 1.2, so completion and score report into Moodle, Cornerstone, Litmos and most other LMS platforms in common UK use. Alternatively, you can host it as an Intle session link and see participant results without an LMS at all.
Is there a legal requirement for feedback training in the UK?
No specific regulation mandates feedback training. However, if poor performance later leads to formal action, employment tribunals expect employers to have followed a fair process consistent with the Acas Code of Practice on Disciplinary and Grievance Procedures — and managers who can evidence early, well-structured informal feedback are in a far stronger position. Training like this supports that audit trail.
Ready to make it yours?
Customise the prompt, generate a draft, then review the content and SCORM package before delivery.
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