What are the best practices for using peer observation and feedback to improve teaching?

Again something which gets solved by systems thinking 3 core observations can be : - Build right intent i.e first spend time on the ethos or the trust layer which says the mentor is only there to help or is a net positive , if that is established - then any criticism or appreciation is constructive feedback and not opinions - Second build strong feedback loops - in case a session of teaching is sub-par a strong feedback loop between the mentee and the mentor will bring swift changes to the next session - Remove ego in the conversation - which is you dont know what you dont know and accept that you will improve which is done by over communication If these 3 things are done right , the value of the teaching will improve drastically

Peer observation can be a very powerful tool to improve the skills of individuals and if used at scale, even for groups. Having a clear objective/goal for peer observation helps both the observer and observed in understanding the context in which the feedback is given. This also helps observers focus their observation of the specific elements, capture evidence and tailor feedback to match the goal. Finally, there is merit in making such peer observations a systemic feature, if possible. This removes stigma, if any, from getting feedback because everyone expects to receive feedback. It also opens up people to being more truthful in receiving and giving feedback

While I am working as a PLTL Workshop Leader for Masters students, few things few worked for me: - Offer Constructive and Balanced Feedback: Feedback should be constructive, balanced, and specific. It should highlight strengths as well as areas for development. The use of "I noticed" statements rather than "You should" statements can facilitate a non-defensive discussion. - Engage in Pre-Observation and Post-Observation Practices: A pre-observation meeting allows the observer to understand the context of the lesson, while the post-observation conference is an opportunity to discuss observations and feedback. This dialogue is essential for reflective practice and mutual understanding.

After being observed many times, a colleague asked if they could record the session, and I am so glad I agreed. The goal was increase my awareness of my lecturing style. It is so important to clarify the purpose of the observation session. Watching myself give a lecture was game changing in terms of improving the way I delivered classes. I saw myself speaking too quickly (probably when I was a little nervous), not providing enough time for students to answer questions, and not emphasising key points.

Some of the best ways to get into peer observation from the perspective of an observer is, in my experience, to have an honest discussion with your peers regarding the boundaries of our task. Nobody would want to receive too much information regarding unsolicited topics or areas of performance. If I’m the person under observation, and I’m not in an external/mandatory assessment, I also like to clarify the type and scope of the feedback I’m looking for. It avoids confusion and even conflict in the workplace.

Trust is so important in peer observation, because it can be quite nerve racking being observed, so not having any trust between the observer and observee can make the process more difficult. I always try to put the individual I am observing at ease, by meeting up before the teaching session, and talk about how the observation can be of benefit. Following the observation, I put the observee at ease during a de-brief meeting, which I always schedule for straight after the teaching activity.

I’ve found out that using pertinent, pre-validated instruments such as questionnaires or inventories is very useful to prevent overstepping in our reviews or feedback. If needed, one can add small, some personal side quotes and opinions to them, clarifying that the observations are subjective; and this keeps the peer relationships in the realm of cordiality and mutual respect.

Establishing trust and rapport is crucial; peers wants to feel supported, not judged. Offering constructive feedback and suggestions fosters growth and development in individuals.

Rapport is crucial! It forms the basis of meaningful, close and harmonious relationships between people. It is also the sense of connection that you get when you meet someone you like and trust, and whose point of view you understand. It's the bond that forms when you discover that you share one another's professional values and priorities.

In this area, the most important concept I appeal to is psychological and physiological safety. If we’re not working inside a “window of tolerance”, as the Polyvagal Theory considers it (Porges, 1994), we will just deal with co-dysregulated coworkers, and the purpose of peer reviewing will be hindered by stress and defensiveness. We need to do everything in our power to feel at ease, and model that in our peers as well.

Adotar a cultura de feedback construtivo, baseado em fatos e dados, é o caminho para alcançar uma relação de confiança mútua, com maiores chances de obtenção de resultados positivos na construção de processos de melhoria.

An excellent feedback includes: 1. Clarity 2. What went right 3. What went wrong 4. Where to focus your energy 5. How to seek help to do the above 6. Act upon it 7.Repeat all steps again.

As someone in a managerial role, you must understand the complexities of constructive feedback. To provide constructive feedback, you must convey it in an educational way. It must call out unacceptable practices in a way that's neither rude nor arrogant and must be presented so your employee doesn't feel belittled or abused. For some managers, the process comes naturally. These manager's have a gift for communicating with others, and we've all encountered them. They can give the harshest reprimands and make them sound like compliments. They're adept at getting their point across but delivering it in such a way that it causes no hard feelings.

Having a culture of positive and constructive feedback is ideal, and respect for others’ alterity might be one of the most basic foundations to achieve this. In the practical sense, I usually ask people who are observing me, or to the ones I observe, how do they feel comfortable with receiving feedback, and what triggers them regarding the situation. The more honest the answers, the more committed we are in responding to other people’s ways, the smoother the process goes, in my humble experience.

Without reflection, there is no growth. To become better, we (mentees and mentors) have to think back on our performance and tweak certain things. Then, there can be improvement.

Perhaps regular review, reflect, introspect sessions help without putting much pressures? 1. What is going right? Why? 2. What needs improvement? Why? How? 3. What can be done differently? Why? How? 4. What old needs to stop? Why? 5. What new needs to be done? Why? How? 6. What external benchmarks and models can be used for self evaluation? 7. How can feedback & feedforward be solicited by peers, colleagues, students etc? 8. How to break that down into executable chunks & implemented? 9. How to consistently build on the chunks that are working well. 10. Look at "so what" (is there any improvement needed at all) and "what if"(consequences of not improving) scenarios/models. 11. Look for external responses, indicators after effecting changes

I find this topic extremely relevant, and I would add that self reflection shouldn’t wait until peer reviewing, but needs to become a routine in our everyday practices. This also keeps us honest and open, and makes peer reviewing easier (mostly because we can be our worst critics sometimes…!)

Customizing KPIs based on specific goals will enhance the effectiveness of effective leadership, collaboration, and performance improvement. Additionally, regular reviews and adjustments to such indicators will ensure the group stays relevant to evolving objectives and challenges. Furthermore, it is paramount to identify what works best and what demands improvement.