A feedback model is a repeatable structure for giving feedback, a short sequence of steps that keeps the message specific and observable instead of vague or personal. If you only want the pick guide: use SBI for a single event, the Accountability Dial for a repeated behavior, Start, Stop, Continue for a team or process review, and GROW when the goal is coaching.
This page compares 12 widely used feedback models side by side, explains what each is best for, and links to our full guides where we have them. It is an independent overview. FeedbackPulse is not affiliated with the organizations or authors named here.
Key takeaways
- Match the model to the situation, not the other way round. Single event, repeated pattern, team review, and coaching each call for a different structure.
- SBI is the safest default. Three steps, works for praise and criticism, and easy to remember under pressure.
- Models do not fix a pattern by themselves. If the same behavior returns after feedback, escalate with a model built for that.
- Use one model per conversation. Switching halfway through confuses both people.
- The best model is the one your managers will actually use. Simple beats thorough.
Which feedback model should you use?
Start from the situation you are in. Most confusion about feedback models comes from using a single-event tool on a pattern, or a coaching tool on a performance problem.
| Your situation | Use this model | Why |
|---|---|---|
| One specific moment to praise or correct | SBI | Anchors feedback in a time, an observable behavior, and a result |
| The same behavior keeps happening after feedback | Accountability Dial | A five-stage escalation path for patterns, not single events |
| A team, project, or process review | Start, Stop, Continue | A broad periodic sweep that collects many items at once |
| Helping someone set and reach a goal | GROW | Question-led, so the person finds their own answers |
| Emotionally charged topic | DESC | Includes space to say how the situation affects you |
| You want to understand why someone acted that way | SBII | Adds an Intent question to SBI |
| Looking ahead, not back | Feedforward | Asks for suggestions about the future instead of judging the past |
| Setting a team-wide feedback culture | Radical Candor | A mindset that frames how you give any feedback |
If two rows fit, choose the simpler one. Complexity is the main reason managers abandon a model after a week.
Feedback models compared
The table below is the full comparison. Where we have a detailed guide, the model name links to it.
| Model | What it is | Steps | Best for |
|---|---|---|---|
| SBI | Structured description of one event | Situation, Behavior, Impact | Quick, specific feedback on a single moment |
| SBII | SBI plus an inquiry | Situation, Behavior, Impact, Intent | Conversations where intent and impact may differ |
| DESC | Assertive script for sensitive topics | Describe, Express, Specify, Consequences | Emotionally charged conversations |
| COIN | Observation with built-in next steps | Context, Observation, Impact, Next steps | Action-oriented feedback |
| EEC | Short request for change | Example, Effect, Change or Continue | Direct behavior requests |
| CEDAR | Longer coaching structure | Context, Examples, Diagnosis, Action, Review | Comprehensive coaching sessions |
| Radical Candor | A mindset, not a script | Care personally, Challenge directly | Setting the tone for a feedback culture |
| Feedback sandwich | Praise, criticism, praise | Positive, Negative, Positive | Softening delivery, though widely criticized |
| Start, Stop, Continue | Three-prompt sweep | Start, Stop, Continue | Team retros, one-on-ones, self-reviews |
| Accountability Dial | Escalation path for repeated behavior | Mention, Invitation, Conversation, Boundary, Limit | Patterns that have not changed |
| GROW | Coaching conversation | Goal, Reality, Options, Will | Development and goal-setting |
| Feedforward | Future-focused suggestions | Ask for ideas, listen, say thanks | Growth conversations without relitigating the past |
The models in more detail
SBI (Situation, Behavior, Impact)
Developed by the Center for Creative Leadership, SBI is one of the most widely used structures in workplace feedback. You name the moment, describe what you observed, and explain what it changed. Our SBI feedback model guide has worked examples for positive, constructive, peer, upward, and remote feedback, plus a free template.
SBII
SBII adds a fourth step to SBI, an Intent question such as "What were you hoping to achieve?". Use it when the behavior surprised you or the relationship is new. It turns a one-way statement into a two-way exchange.
DESC
DESC stands for Describe, Express, Specify, and Consequences. It is an assertive-communication structure that gives you room to say how a situation affects you, which makes it useful when the topic is emotionally sensitive.
COIN
COIN (Context, Observation, Impact, Next steps) resembles SBI but builds the next step into the framework. It suits managers who tend to deliver the observation and forget to agree on what happens next.
EEC
EEC (Example, Effect, Change or Continue) is the shortest of the group. You give one example, state its effect, and ask for a change or ask the person to keep going. It works well for quick, direct requests.
CEDAR
CEDAR (Context, Examples, Diagnosis, Action, Review) is the most thorough five-step structure here. Its Review step builds in a follow-up. It is a better fit for planned coaching sessions than for a quick hallway conversation.
Radical Candor
Radical Candor, created by Kim Scott, asks you to care personally while challenging directly. It is a philosophy about how to give feedback rather than a step-by-step script, so it pairs well with a structured model like SBI.
Feedback sandwich
The feedback sandwich wraps criticism between two compliments. It is popular because it feels kind, but many trainers advise against it: people learn to brace for criticism whenever they hear praise, and the real message can get lost. Compare it with a direct structure like SBI before adopting it.
Start, Stop, Continue
Start, Stop, Continue asks what to start doing, stop doing, and keep doing. It is a periodic sweep rather than a single piece of feedback, which makes it a good fit for team retros, one-on-ones, and self-reviews. See our full guide to Start, Stop, Continue.
Accountability Dial
The Accountability Dial comes from Jonathan Raymond's book Good Authority. It has five stages, Mention, Invitation, Conversation, Boundary, and Limit, and it is built for a behavior that has already been raised and has not changed. Our guide to accountability conversations explains each stage.
GROW
GROW (Goal, Reality, Options, Will) is a coaching model usually credited to John Whitmore and colleagues. The manager asks questions instead of giving an assessment, so the person works out their own next step. It fits development conversations better than corrective ones.
Feedforward
Feedforward is associated with Marshall Goldsmith. Instead of commenting on what already happened, you ask for one or two suggestions about what to do in future, and you simply say thank you. It is useful when the past cannot be changed and the person is likely to get defensive.
How to combine feedback models
Real teams rarely use just one. A workable stack for a growing team looks like this:
- Weekly, one to one: SBI for specific moments, positive and constructive.
- Monthly or per project: Start, Stop, Continue for the team, ideally anonymous so people say what they mean.
- When a pattern persists: the Accountability Dial, starting at the lightest stage.
- For development: GROW during career and goal conversations.
The glue between them is follow-through. Feedback that is never revisited teaches people it did not matter, so pair any model with a clear employee feedback loop and a regular rhythm of continuous feedback. If you are a team lead building this habit from scratch, start with SBI and add one model at a time.
Common mistakes when choosing a feedback model
Using a single-event model on a pattern
SBI is built for one moment. If you have given the same feedback three times, a fourth SBI statement is not the answer. Escalate with a pattern-level model instead.
Treating the model as a script
A model is a scaffold. If you sound like you are reading from a card, the conversation feels mechanical and people stop listening. Prepare the parts, then say them in your own words.
Mixing models mid-conversation
Starting with SBI, switching to GROW, and ending with a sandwich leaves both people unsure what the conversation was for. Pick one before you walk in.
Choosing the most complete model
CEDAR is thorough and SBI is simple. For most managers the simple one wins, because it gets used.
Skipping the follow-up
Every model assumes you will check back. Put a date in the calendar when you agree on a next step.
Where to go from here
Pick one feedback model this week and use it in a real conversation. If you need phrasing for the hard moments, see our negative feedback examples, our guide to giving constructive feedback without discouraging people, and our walkthrough of difficult performance conversations.
If you would rather start by asking your team what they need, our free team survey builder gets a short survey out in minutes, and FeedbackPulse is free for teams up to 10 people.
Frequently asked questions
What is a feedback model?
A feedback model is a repeatable structure for giving feedback, usually a short sequence of steps or prompts such as Situation, Behavior, Impact. It keeps feedback specific and observable, and it gives the manager something to follow when the conversation gets uncomfortable.
What are the most common types of feedback models?
The most common are SBI (Situation, Behavior, Impact), its extension SBII, DESC, COIN, EEC, CEDAR, Radical Candor, the feedback sandwich, Start Stop Continue, the Accountability Dial, GROW, and feedforward. They fall into three groups, single-event structures, periodic sweeps and escalation paths, and coaching conversations.
Which feedback model should a new manager start with?
Start with SBI. It has three parts, works for positive and constructive feedback, and can be written in one sentence before a one-on-one. Add other models only when you hit a situation SBI does not fit, such as a repeated pattern or a coaching conversation.
What is the difference between a feedback model and a feedback framework?
In practice the two terms are used interchangeably. Some writers reserve framework for broader philosophies like Radical Candor and model for step-by-step structures like SBI, but there is no standard definition, so check what a given source means.
Can I combine feedback models?
Yes, and most experienced managers do. A common pairing is SBI for the single moment, then the Accountability Dial if the behavior repeats, with Start Stop Continue as a regular team-level check. Keep one model per conversation so it stays easy to follow.
Is the feedback sandwich still a good model?
Many trainers advise against it. Wrapping a criticism between two compliments can make people distrust praise and miss the real message. A direct, specific structure such as SBI usually communicates the same point with less confusion.
Who created SBI, GROW, and Radical Candor?
The Center for Creative Leadership developed SBI. John Whitmore and colleagues are credited with GROW, and Kim Scott created Radical Candor. For models such as DESC, COIN, EEC, and CEDAR, sources differ on origin, so this guide does not attribute them to a single author.
How do I choose a feedback model for remote teams?
Pick the model by the situation, not the medium. For remote work, add precision to the context step, deliver constructive feedback on video, and use written messages for recognition. Our SBI guide covers remote adaptations in more detail.