正解: BCorrect: B
特定の状況、観察可能な行動、それがもたらした影響を事実として述べており、人格評価を含みません。It names a specific situation, an observable behavior, and the resulting impact as facts, without judging the person's character.
SBIモデルは米国のCenter for Creative Leadership（CCL）が普及させた手法で、Situation（いつ・どこで）、Behavior（実際に見えた行動）、Impact（それが自分や周囲に与えた影響）の順に伝えます。選択肢2はこの3要素を過不足なく含み、受け手は何を変えればよいかを具体的に理解できます。選択肢1は「いつも」「プロ意識」といった一般化と人格評価で、防衛反応を招くだけで行動につながりません。選択肢3は匿名の第三者を盾にした伝聞で、受け手は反論も検証もできず、チームへの不信も生みます。選択肢4は肯定的でも具体性がなく、何が良かったのか再現できないため、SBIは称賛にも同じ構造を使うべきだとされています。The SBI model, popularized by the Center for Creative Leadership, delivers feedback in the order Situation (when and where), Behavior (what was actually observed), and Impact (the effect on you or others). Option 2 contains all three elements, so the recipient understands exactly what to change. Option 1 relies on generalizations ("always") and character judgments ("professional"), which provoke defensiveness without pointing to any action. Option 3 hides behind anonymous third parties; the recipient cannot verify or respond, and it breeds distrust within the team. Option 4 is positive but vague—the person cannot reproduce what worked. SBI is meant for praise as well as correction, precisely so that good behavior can be repeated deliberately.
SBIは構造が明快な反面、Impactの部分で「私はこう感じた」と主観を伝えると、権力差がある場面では感情的圧力として受け取られる恐れがあります。また観察に徹しすぎて、受け手の意図や事情を聞かないまま一方通行で終わる危険もあります。SBI's clarity is a strength, but when the Impact statement expresses the giver's feelings, it can land as emotional pressure in a relationship with a power gap. Sticking strictly to observation can also make the exchange one-directional, with no room for the recipient's intent or circumstances.
SBIの後に「あなたの側では何が起きていましたか？」と意図を尋ねるSBI-I（Intent）の拡張を使い、対話に変えましょう。影響は事実ベース（先方の追加確認メールなど）を優先し、感情は補足程度にとどめると、圧力ではなく情報として伝わります。Extend the model to SBI-I by asking, "What was happening on your side?" after delivering SBI, turning it into a dialogue. Lead with factual impacts (such as the client's follow-up email) and treat your feelings as a supplement, so the message reads as information rather than pressure.