Explain the SBI (Situation-Behavior-Impact) model and how you would apply it to give constructive feedback to a coworker during a self-advocacy conversation.

Explain the SBI (Situation-Behavior-Impact) model and how you would apply it to give constructive feedback to a coworker during a self-advocacy conversation.

• A. Impact: effect on you or team; Behavior: what was observed; Situation: when it happened; blame the coworker.
• B. Situation: when it happened; Behavior: what was observed; Impact: effect on you or team; state it neutrally and suggest improvement.
• C. Behavior: what was observed; Situation: when it happened; Impact: effect on you or team; blame the coworker.
• D. State it emotionally and blame the coworker.

Answer: (B)

The SBI model centers feedback on concrete, observable elements and their effects, which makes a self-advocacy conversation constructive and actionable. Start by naming the Situation clearly—the specific time, place, and context where the interaction occurred. Then specify the Behavior you observed—what was said or done, described objectively without labeling intent. Finally, explain the Impact—the concrete consequences on you or the team, such as slowed progress, confusion, or missed information. This structure keeps the focus on observable facts and outcomes, not on personal judgments, which helps the other person hear the message and know how to adjust. In a self-advocacy discussion, using SBI helps you present a clear, testable request for change. For example, you might say: in the last team meeting, you interrupted me while I was presenting, which made it hard for me to finish my point and slowed the decision-making. I’d like us to allow each person to finish before replying and to cue me if you want to add something, so I can complete my update and keep the meeting moving forward. That combination of neutral description and a concrete improvement request makes the feedback productive and supports your advocacy goals.

The SBI model centers feedback on concrete, observable elements and their effects, which makes a self-advocacy conversation constructive and actionable. Start by naming the Situation clearly—the specific time, place, and context where the interaction occurred. Then specify the Behavior you observed—what was said or done, described objectively without labeling intent. Finally, explain the Impact—the concrete consequences on you or the team, such as slowed progress, confusion, or missed information. This structure keeps the focus on observable facts and outcomes, not on personal judgments, which helps the other person hear the message and know how to adjust.

In a self-advocacy discussion, using SBI helps you present a clear, testable request for change. For example, you might say: in the last team meeting, you interrupted me while I was presenting, which made it hard for me to finish my point and slowed the decision-making. I’d like us to allow each person to finish before replying and to cue me if you want to add something, so I can complete my update and keep the meeting moving forward. That combination of neutral description and a concrete improvement request makes the feedback productive and supports your advocacy goals.