© De
velop
ment
Dime
nsion
s Inte
rnati
onal,
Inc.,
MMX
.
COMM
UNIC
ATIN
G W
ITH
IMPA
CT JO
B AI
D U
se th
e in
tera
ctio
n pr
oces
s ski
lls—
Key P
rincip
les, In
tera
ctio
n Gu
ideli
nes,
and p
roce
ss sk
ills—
to c
ondu
ct e
ffec
tive
inte
ract
ions
that
mee
t bot
h pe
rson
al
and
prac
tical
nee
ds a
nd h
elp
you
enha
nce
your
impa
ct in
the
wor
kpla
ce.
Inter
actio
n Pro
cess
Key P
rincip
les
Key
Pri
ncip
les—
Este
em,
Empa
thy,
Invo
lvem
ent,
Shar
e,
and
Supp
ort—
can
be u
sed
at
any
time
to re
late
to o
ther
s in
a w
ay th
at m
eets
thei
r pe
rson
al n
eeds
.
Inte
ract
ion
Guid
eline
s In
tera
ctio
n G
uide
lines
—O
PEN
, C
LAR
IFY
, DEV
ELO
P, A
GR
EE,
and
CLO
SE—
prov
ide
stru
ctur
e an
d di
rect
ion
to y
our d
iscu
ssio
n so
that
you
can
mee
t pra
ctic
al
need
s.
Proc
ess S
kills
Proc
ess s
kills
—ch
eck
for
unde
rsta
ndin
g an
d m
ake
proc
edur
al
sugg
estio
ns—
ensu
re c
omm
on
unde
rsta
ndin
g an
d ke
ep th
e
disc
ussi
on m
ovin
g fo
rwar
d.
IME
XP
1JA
*KAYU*
KAYU
© Development Dimensions International, Inc., MMX.
Interaction Process Skills
STAR Feedback K
ey Principles M
aintain or enhance self-EST
EE
M.
• B
e specific and sincere.
Listen and respond with E
MPA
TH
Y.
• D
escribe facts and feelings.
Ask for help and encourage IN
VO
LV
EM
EN
T.
• U
nleash ideas with questions.
SHA
RE
thoughts, feelings, and rationale. (to build trust) •
Disclose feelings and insights to build trust.
Provide SUPPO
RT
without rem
oving responsibility. (to build ownership)
• Specify the level of support you’ll provide.
Effective feedback is . . . specific, tim
ely, and balanced. Positive Feedback ST
—Situation or T
ask. W
hat was the problem
, opportunity, challenge, or task?
A—
Action. W
hat was
said or done to handle the situation or task? For feedback for developm
ent, w
hat did the person say or do that w
as ineffective?
R—
Result. W
hat changed, for better or worse, because of the
person’s actions, and what w
as the impact or consequences of
that result?
Feedback for Developm
ent A
—A
lternative action. Som
ething the person could have said or done differently.
R—
The enhanced R
esult that the alternative action m
ight have produced.
Interaction Guidelines
OPE
N
• D
escribe purpose of discussion. •
Identify importance.
CL
AR
IFY
• Seek and share inform
ation about the situation.
• Identify issues and concerns.
DE
VE
LO
P •
Seek and discuss ideas. •
Explore needed resources/support.
AG
RE
E
• Specify actions, including contingency plans.
• C
onfirm how
to measure progress.
CL
OSE
•
Highlight im
portant features of plan. •
Confirm
confidence and comm
itment.
Process Skills C
heck for understanding—C
onfirm that everyone has the
same understanding and uncover
discrepancies early.
Make procedural suggestions—
Suggest how to m
ove the discussion along and keep it on track.