Giving and Receiving Feedback

Ellen Mohr Catalano
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Ellen Mohr Catalano: The Catalano Company

Chapter 3 in Management and Leadership Skills for Medical Faculty and Healthcare Executives, 2020, pp 23-30 from Springer

Abstract: 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.

Keywords: Direct feedback; Indirect feedback; Defensiveness; Ego; Context for feedback; Timeliness; Intentions; “I” statements; Agenda; Listening; Open-ended questions; Corrective feedback; Positive feedback; Acknowledgment; Formative feedback; Summative feedback (evaluative) (search for similar items in EconPapers)
Date: 2020
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Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-3-030-45425-8_3

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DOI: 10.1007/978-3-030-45425-8_3

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