Focus feedback on observations rather than on inferences. Observations refer to what we can see or hear in the behavior of another person while inferences are interpretations or conclusions about our meanings of what we see or hear. Our interpretations may or may not occur to any others in the team and at any rate are largely separable form the facts on which we must agree. Focus feedback on description rather than judgment. Judgments involve our values, whereas descriptions are more neutral.
Feedback is more useful if given soon after an event rather than if delayed.
Later your memory may fade or distort what happened. Focus feedback on sharing information rather than giving advice. By sharing ideas and information, we leave the other person free to decide how to use that information. If we give advice, we force the issue, whether to accept or reject what we obviously would rather the other person accept. Focus feedback on the exploration of alternatives rather than on answers or solutions.