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EEC model

How can eec model improve people, teams, or organisational effectiveness?

AccessibleOperationalIndividual1 min read

Contents

Very often people are oblivious to the effects that their behaviour is having on others.

People are often unaware of how a specific behaviour affects colleagues or results. The EEC model structures feedback so the recipient can recognise the behaviour, understand its impact and know what to repeat or change.

When to use it

Use EEC to reinforce behaviour that should continue.
Use it to challenge a correctable behaviour before the issue requires a more formal intervention.
EEC stands for Example, Effect and Change or Continue.

Origins

EEC is a practitioner mnemonic from management and feedback training rather than a model with a securely documented inventor. It belongs to the family of behaviour-specific approaches that includes Situation–Behavior–Impact. Its distinctive final step states the future behaviour required: change an unhelpful action or continue a useful one.

What it is

Example names one recent, observable event without inferring motive or character.

Effect explains the consequence for customers, colleagues, safety, cost, quality or results.

Change/Continue makes the desired future behaviour explicit and, where appropriate, invites the recipient to propose how it will happen.

The sequence prevents vague criticism and makes positive feedback actionable rather than merely complimentary.

How to use it

For positive reinforcement:

“George arrived late yesterday and you handled his calls until he came in” [Example]. “Your calm response to ABC Corporation protected the relationship, and Tessa said you gave her exactly the information she needed” [Effect]. “George may be delayed again, so please cover those calls until his normal schedule resumes” [Continue].

For corrective feedback, use dialogue:

“In recent meetings, you spoke over the two new team members whenever they tried to contribute” [Example]. “They appeared discouraged, and I am concerned they will stop offering ideas” [Effect]. “What will you do to make room for them in the next discussion?” [Change].

Listen to context before agreeing the next step. The example may be inaccurate or incomplete, and the recipient may identify a better remedy. Confirm what will happen, by when and how both parties will know the behaviour changed.

Final analysis.

EEC works because it stays close to evidence and ends with action. Deliver the elements in order, use proportionate language and keep unrelated complaints out of the conversation. Directness does not require aggression, and feedback should never bypass organisational policy where safeguarding, discrimination or formal conduct procedures apply.

Top practical tip

Choose a recent example the person can recognise, describe the effect without exaggeration and finish with one observable behaviour to change or continue.

Top pitfall

Do not turn the example into a judgement about personality or intent. “You are inconsiderate” cannot be verified or practised differently; a specific interruption can.