Feedback, conflict, decisions: 12 methods at a glance

You want to reinforce or change a specific behavior. SBI keeps feedback concrete by separating the Situation, the observable Behavior and its Impact on you, the team or the work. That way the other person hears what happened instead of a judgment of who they are. SBII adds a fourth step, Intent: ask what the person was trying to achieve.

A development conversation risks getting stuck in defending the past. Feedforward turns the focus to the future: you name a goal and ask for concrete suggestions on what to do next. This keeps the conversation constructive and easier to accept.

Two people are stuck in conflict but still need to work together. The framework helps you separate positions from underlying needs and understand each side before looking for solutions. The goal is an agreement both can live with, not a verdict on who is right.

Two teams need a shared solution despite competing priorities. Instead of haggling over positions, you uncover what each side actually needs and look for options that serve both. This often reveals room for agreement that was not visible at first.

You need to compare three or more viable options transparently. You define the criteria that matter, weight them and score each option against them. The result is a decision you can explain and defend to others.

You need to weigh a consequential decision and explain the reasoning. You collect the arguments for and against, then judge how strong and how likely each one is. This makes the trade-offs visible and the final call easier to justify.

A deadline or scope request is not realistic with the available capacity. BOUND helps you state the limits clearly, show the consequences and propose workable alternatives. You can say no or not like this without damaging the relationship.

You need a decision, approval, or support. The canvas helps you map the stakeholders, their interests and what each of them needs from you. You go into the conversation knowing what to ask for and how to make it easy to say yes.

Decisions pile up with you. Someone else needs to take ownership. The framework helps you decide what to hand over, how much authority to give and what support the person needs. The aim is real ownership instead of tasks that keep coming back to you.

A capable team feels distant, overly polite, or unproductive. The model looks at five layers, from trust to results, to show where the team actually gets stuck. You leave with a clearer picture of what to work on first.

You feel stuck on a complex problem or are helping someone move forward. GROW guides you from the Goal through the current Reality and the Options to a Way Forward you commit to. It works well for your own thinking and as a coaching structure for others.

An event, conversation, or decision needs to be understood and learned from. You describe what happened, work out why it matters and decide what to do next. It is a short way to turn experience into a concrete next step.