Ispričaj mi o vremenu kada si dao teško povratne informacije suradniku.

Question

Accepted Answer

Intervjueri provjeravaju da li možeš biti **direktan i ljubazan u istom vremenu** — specifičan, privatan, i fokusiran na ponašanje, a ne na karakter. Korisna struktura je **Situation-Behavior-Impact (SBI)**.

## Kako to pristupiti

```text
SBI FRAME
Situation → when/where it happened
Behavior  → the specific, observable action (not a label)
Impact    → the effect it had on the team or work
Then: ask for their view and agree on a change
```

## Obrađeni primjer

```text
S: A teammate's code reviews were so blunt that juniors stopped opening PRs.
T: I wanted reviews to stay rigorous but not scare people off.
A: I spoke with him privately: "In yesterday's review, the comment 'this is
   wrong' (behavior) led the author to avoid posting today (impact)." I asked if
   he'd try phrasing suggestions as questions.
R: His tone softened, PR volume recovered, and code quality stayed high.
```

## Dobro u odnosu na slabo

```text
✓ Private, specific, behavior-focused
✓ Two-way, not a lecture
✗ Vague ("you're too harsh")
✗ Public call-out or character attack
```

## Zašto je to važno

Sakrivanje povratne informacije kako bi bio "ljubazan" zapravo poškođuje ljude — ne mogu popraviti ono što ne čuju.

Fokusiranje na ponašanje i utjecaj čini da ne izgleda kao osobni napad, pa prođe bolje.

Sposobnost davanja teške povratne informacije na dobar način je preduvjet za vođenje tima.