Abstract
The word “feedback” often elicits a visceral reaction of defensiveness and fear, making it difficult for the feedback receiver to listen and learn. If the foundation for feedback is carefully established between the giver and receiver, communication can flow naturally and comfortably in the conversation, helping the receiver learn nondefensively. This chapter draws from best practices in organizational psychology and leadership development for giving effective feedback—the kind people are open to receive, want to hear more of, and that changes their behavior accordingly. This chapter also uses actual case studies from a teaching hospital and references applicable resources from the medical literature.
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Recommended Readings and Resources
Belker LB, McCormick J, Topchik GS. The first-time manager. 6th ed. American Management Association: New York; 2012.
Covey S. The speed of trust. New York: Free Press; 2006.
Goleman D. Working with emotional intelligence. New York: Bantam Books; 1998.
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Acknowledgment
Thanks to Shannon Yarnoff, BSN, RN, CMSRN Clinician III Nurse Education Coordinator and Orientation Coordinator, University of Virginia Hospital, Charlottesville, VA.
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Catalano, E.M. (2020). Giving and Receiving Feedback. In: Viera, A.J., Kramer, R. (eds) Management and Leadership Skills for Medical Faculty and Healthcare Executives. Springer, Cham. https://doi.org/10.1007/978-3-030-45425-8_3
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DOI: https://doi.org/10.1007/978-3-030-45425-8_3
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