The Aid Feedback Model
The AID Feedback Model
Definition: The AID feedback model is a three-step method to give constructive criticism (feedback) in order to create positive changes in behaviour. AID is an acronym with each letter standing for a concept:
A = Action.
I = Impact.
D= Do differently.
Let us look at each in turn.
1. Action.
We begin the feedback by clearly and objectively identifying the action or omission, that is the subject of the discussion.
Please note the terms "clearly and objectively". We identify the wrong action in specific, factual language, not with vague and emotive language.
Examples of effective use of objective language:
- "You were twenty minutes late for the meeting and did not explain your lateness".
- "You failed to pick up the visitor from the station as arranged".
Examples of the ineffective use of emotive, subjective language:
- "You were very rude this morning when you were 20 minutes late for the meeting and you couldn't even be bothered to explain your lateness".
- "You failed to pick up the visitor from the station and you let us all down, especially yourself"
2. Impact.
Next, we state the negative consequences of the action or the inaction, and again we try to keep to a minimum the verbalisation of negative emotions. Instead of negative emotions we explain the negative factual consequences. For example:
Action: You were twenty minutes late for the meeting and did not explain your lateness.
Impact: Consequently, we had to spend time repeating what had been said in your absence, which was a waste of time for everyone else.
3. Do differently.
In this final step, we suggest a specific corrective action which we ask the other person to commit to, in the future.
We introduce the corrective action with the phrase: "In future would you please ...... (insert here a request for a specific corrective action)".
Now the full script reads:
Action: You were twenty minutes late for the meeting and did not explain your lateness.
Impact: Consequently, we had to spend time repeating what had been said, in your absence, which was a waste of time for everyone else.
Do differently: In future, would you please ensure you arrive on time, or early, for meetings?
AID Feedback Summary.
The AID feedback model is a three-step protocol to give constructive criticism (feedback) in order to create positive changes in behaviour.
- Action: Name the negative action in specific, objective terms.
- Impact: Name the factual negative consequences which the action caused.
- Do differently: Using the phrase, "In future, would you please ... (and name the suggested corrective action and ask the person to commit to in the future)".
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Definition: AID feedback model
The AID feedback model is a people-management method for giving feedback. It breaks a talk into three steps: name the Action, show its Impact, and agree what to Do differently. The model uses clear, fact-based words, looks to future improvement and helps change behaviour without blame.
Show CG4D Definition
- Splits feedback into Action, Impact and Do differently steps
- Requires clear, objective and fact-based wording
- Centres on future corrective action and commitment
- Seeks positive behaviour change without personal blame
Article Summary
The AID feedback model turns feedback into three simple moves: state the Action, show the Impact, and ask what to Do differently, so the other person sees facts not blame and knows the next step to improve.
Frequently Asked Questions
Here are some questions that frequently get asked about this topic during our training sessions.
What does each letter in the AID feedback model mean?
Why is the AID model better than a simple telling off?
How do I keep the 'Action' statement objective and clear?
Which 'Impact' points work best in constructive feedback?
How should I word the 'Do differently' request?
Can I use the AID feedback model for good performance too?
When is the right time to give AID feedback after an event?
Thought of something that's not been answered? Ask Us Today!
Did You Know: Key Statistics
Gallup 2024 State of the Global Workplace report finds that staff who receive useful feedback at least once a week are 3.2 times more likely to feel engaged at work than those who do not. LinkedIn Learning 2024 Workplace Learning Report shows that 90% of workers say they would stay at a company that gives clear, regular feedback.About the Author: Chris Farmer
Chris Farmer is the founder of the Corporate Coach Group and has many years' experience in training leaders and managers, in both the public and private sectors, to achieve their organisational goals, especially during tough economic times. He is also well aware of the disciplines and problems associated with running a business.
Over the years, Chris has designed and delivered thousands of training programmes and has coached and motivated many management teams, groups and individuals. His training programmes are both structured and clear, designed to help delegates organise their thinking and, wherever necessary, to improve their techniques and skills.
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