Communication · Executive Insight Brief · 191
The goal, the gap, the next move
Three questions and four levels help keep performance information from collapsing into personal evaluation.
Premise
Performance conversations often answer only “How did you do?” while leaving the goal and next action implicit. Hattie and Timperley’s feedback model forces a more useful architecture: clarify the destination, locate current progress, and define what comes next, while deciding whether information belongs to the task, process, self-regulation, or the person. For executives, the model redirects feedback away from volume and personality judgment toward information that can help close a defined discrepancy.
What the model is: Hattie and Timperley’s Three-Question, Four-Level Feedback Model in Knowledge →
Continue in the series
- The essential model
- Why this matters
- Risks and limits
- Executive takeaway
- Key questions
- Selected sources
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- FamilyTool
- CategoryAnalytical Frameworks, Typologies & Heuristics
- DomainConversation & Relationships
What these mean
Editorial orientation · Family
Tool
In this series, Tool names the editorial family primarily used to act on, examine, measure or organize communication. It includes instruments, methods, practices, protocols, codes and institutional arrangements. Membership does not certify effectiveness, portability or safe use in every setting.
Editorial orientation · Category
Analytical Frameworks, Typologies & Heuristics
Organizes dimensions, distinctions, types or questions so that a situation can be examined systematically. A framework supplies structure, a typology distinguishes forms, and a heuristic offers a usable way to orient judgment.