Overview
Situation-Behavior-Impact (SBI) is a three-part structure for feedback that keeps it specific and non-judgemental. You anchor the moment (Situation), describe exactly what the person did in observable terms (Behavior), and explain the effect it had (Impact) — without leaping to motive or character.
The reason it works is that it removes the accusation. ‘You’re careless’ invites defence; ‘In yesterday’s review (S), the figures on slide 4 were last quarter’s (B), and the client questioned our numbers (I)’ is simply hard to argue with, because it is factual.
When to use it
Delivering feedback that could feel like a personal attack — performance, conduct, peer critique.
How to use it
Situation
Pin the specific time and place, so the feedback is about a moment, not a pattern-accusation.
Behavior
Describe exactly what you observed — actions and words, not interpretations of intent.
Impact
Explain the concrete effect on you, the team, or the outcome.
Pause for their view
Give them room to respond; SBI opens a conversation, it is not a verdict.
Agree a way forward
Turn the shared understanding into a concrete next step.
Worked example
Instead of ‘you dominate meetings’: ‘In this morning’s standup (S), you spoke over Priya twice while she was presenting (B); she stopped early and we lost her update (I).’ The specificity makes it about a fixable behaviour, not a character flaw, and the person can actually change it.
Common pitfalls
- Sliding from behaviour into judgement of intent (‘because you don’t care’).
- Being vague about the situation, so the feedback feels like a general attack.
- Skipping the impact, which is what makes the behaviour matter.
Frequently asked questions
Why avoid talking about intent?
Because you cannot observe intent — guessing at it invites argument. Stick to observable behaviour and real impact.
Does SBI work for positive feedback?
Yes — it makes praise specific and credible: name the situation, the behaviour, and the good impact.
What if they disagree with the impact?
Good — SBI opens a dialogue. Share your experience and listen to theirs; the goal is understanding, not winning.