Feedback OSCAR

The OSCAR method is a four-step structure for giving constructive feedback: a specific observation of facts (OS), their consequence (C), an action to take (A) and the expected results (R). It keeps the conversation on facts and on what comes next, so the person gets defensive less often than when faced with a judgement.

Take a colleague who arrives late to meetings.

• OS stands for the specific observation of facts. Describe what happened, without interpretation: "In our last three kick-off meetings, you arrived ten minutes late." The facts are verifiable, so there is nothing to argue about.
• C stands for the consequence. Say what those facts changed, including how you felt: "We started without you and had to go over the decisions again. I felt our time was being wasted."
• A stands for the action. Suggest a concrete step, or ask the person for theirs: "Could you set a reminder, or tell us when a previous meeting is running over?"
• R stands for the expected results. Describe what changes if the action works: "Your ideas will be heard from the start and the meeting will end on time."

The order matters. If you open on the consequence or the action before sharing the facts, the conversation often turns into a debate about who is right. If you stop after the consequence, the person is left with a reproach and no way to act on it.

The method works best when the whole team uses it, so that people recognise the structure and expect a proposal at the end. You can see how to formulate OSCAR feedback on a poorly worded example, rewritten step by step.