82 unit 2 | Working Within the Organization
For many patients, a written preoperative and/or
postoperative teaching guide helps to clarify the
instructions.
Feedback
Why Do People Need Feedback?
In good weather, Herbert usually played basketball
with his kids after dinner. Yesterday, however, he
told them he was too tired. This evening, he said the
same thing. When they urged him to play anyway, he
snapped at them and told them to leave him alone.
“Herbert!” his wife exclaimed, “Why did you do
that?”
“I don’t know,” he responded. “I’m just so tense
these days. My annual review was supposed to be
today, but my nurse manager was out sick. I have no
idea what she is going to say. I can’t think about
anything else.”Had Herbert’s nurse manager been providing infor-
mal feedback to staff on a regular basis, Herbert
would have known his rating. He would have had a
good idea about what his strengths and weaknesses
were and would not be afraid of an unpleasant sur-
prise during the review. He would also be looking
forward to the opportunity to review his accom-
plishments and make plans with his manager for
further developing his skills. He still would have
been disappointed that she was unavailable, but he
would not have been as distressed by it.
The process of giving and receiving evaluative
feedback is an essential leadership responsibility.
Done well, it is very helpful, promoting growth and
increasing employee satisfaction. Done poorly, as in
Herbert’s case, it can be stressful, even injurious.
This section considers the do’s and don’t’s of giving
and receiving feedback, how to share positive and
negative evaluative comments with coworkers, and
how people can respond constructively when they
receive negative comments.
We all need feedback because it is difficult for us
to see ourselves as others see us. Curiously, compe-
tent people generally underestimate their ability
and focus on their shortcomings, and incompetent
people generally fail to recognize their incompe-
tence (Channer & Hope, 2001). The following are
just a few of the reasons that evaluative feedback is
so important:
■Reinforces constructive behavior.Positive
feedback lets people know which behaviors are
the most productive and encourages continua-
tion of those behaviors.
■Discourages unproductive behavior.
Correction of inappropriate behavior begins
with provision of negative feedback.
■Provides recognition.The power of praise
(positive feedback) to motivate people is under-
estimated.
■Develops employee skills.Feedback helps peo-
ple identify their strengths and weaknesses and
guides them in seeking opportunities to further
develop their strengths and manage their weak-
nesses (Rosen, 1996).Guidelines for Providing Feedback
Done well, evaluative feedback can reinforce moti-
vation, strengthen teamwork, and improve the
quality of care given. When done poorly, evaluation
can reinforce poor work habits, increase insecurity,
and destroy motivation and morale (Table 6-3).
Evaluation involves making judgments and
communicating these judgments to others. People
make judgments all the time about all types of
things. Unfortunately, these judgments are often
based on opinions, preferences, and inaccurate or
partial information.
Subjective, biased judgment offered as objective
feedback has given evaluation a bad name. Poorly
communicated feedback has an equally negative
effect. Many people who are uncomfortable with
evaluation have been recipients of subjective,
biased, or poorly communicated evaluations.
Evaluative feedback is most effective when
given immediately, frequently, and privately. To be
constructive, it must be objective, based on
observed behavior, and skillfully communicated.
The feedback message should include the reasonstable 6-3
Do’s and Don’t’s of Providing Feedback
Do Don’t
Include positive comments Focus only on the negative
Be objective Let personalities intrude
Be specific when correcting Be vague
someone
Treat everyone the same Play favorites
Correct people in private Correct people in front of
others
Adapted from Gabor, D. (1994). Speaking Your Mind in 101 Difficult
Situations.N.Y.: Stonesong Press (Simon & Schuster).