Why feedback is important

Feedback is defined as the “transmission of evaluative or corrective information to an action, event, or process” (Merriam-Webster Online Dictionary, 2010). Discussions about how to give feedback distinguish between positive and negative feedback, and either one can be regarded as a gift. Consider the two parts of the word—“feed” and “back.” In one sense of the word, “feed” implies to nourish, even to comfort, or to meet another’s needs. “Back” in this context is the return of something to another. When these two notions are combined, feedback means the returning of nourishment to another person. In this sense, feedback is something positive—a gift for the other person. The gift that is given is one person’s thoughts and feelings about another person’s behavior. When you take a positive approach to giving or receiving feedback, this creates a comfort zone for others, “turns negative feedback into productive dialogue . . . fosters a learning environment . . . and turns criticism into pure gold” (Gallagher, 2009, p. 152). Cultivate positive people in your life by giving specific praise about colleagues, especially in front of people important to them (Anderson, 2002). This chapter invites you to use the technique of reframing, that is, seeing or describing a situation from a different perspective.

Feedback helps us see our behavior from another’s perspective. This reflection indicates how someone else is reacting to our communication. This picture helps us decide whether to continue acting in the same way or to change. Viewed in this way, feedback is a springboard for self-growth. Feeling happy with ourselves is one of the most joyous experiences in life. This contentment is an acknowledgment of what we like about ourselves, and it solidifies our self-concept. Contemplating a change in our way of behaving is really envisioning a new self-concept. Feedback has the potential for expanding our development as human beings. To be most effective, feedback on our progress toward goals must be frequent and specific (Eisenberg and Goodall, 2001). Consider the nursing process as an example of a feedback mechanism. Assessment, planning, and intervention can change based on feedback from the client in the evaluation phases and on additional information obtained in continuing assessment. Improving care based on feedback has been a part of nursing since the days of Florence Nightingale. Continuous quality improvement, which is really just data-driven problem solving, examines processes in the delivery of care to improve service and depends on regular feedback for excellence. Three hundred and sixty–degree feedback, or multisource performance approval data, is used as a staff development tool because feedback is drawn from peers and subordinates to supplement direct observation by the manager (Watkins and Leigh, 2009).

Giving feedback differs from giving advice. Giving feedback is merely a reflection of how another person’s behavior has affected us, not advice about how a person should change. After receiving our feedback, clients or colleagues may wish to make changes in their behavior. One thing we may be asked is, “What do you think I should do to change?” Often we have advice to give, but a note of caution is in order.

To avoid hurting the feelings of others and to ensure that we are being respectful, options we may offer should be made as suggestions for the other person’s consideration. We can never know what changes will be comfortable or suitable for another person, because each of us must decide what suits our personal style and priorities. Our suggestions will be more readily received if they are offered tentatively, as in the following:

These examples allow the receiver the final option of accepting or rejecting your advice.

For feedback to be integrated, it must be delivered in a way that is receivable, and the receiver must be open to considering the feedback. The following sections discuss some steps you can take to increase the probability that your feedback will be accepted.

How to give feedback

First, check your reason for wanting to give feedback. What is motivating you to give feedback? What do you hope to accomplish by delivering feedback? Any reasons based on the belief that your feedback will benefit the other person by increasing the opportunities for self-growth are in agreement with the intention of feedback. There are many reasons for giving feedback that are unacceptable in a caring, therapeutic relationship. Feeling irritable and wanting to lash out at another as a way of obtaining revenge, wanting to display your superior knowledge to discredit another, or wanting to rigidly control the behavior of clients or colleagues because of intolerance are not good reasons for giving feedback.

Convey your perspective

When you give feedback, you must remind yourself that you are reporting your view of things. Nothing is innately or objectively right or wrong about your perspective; it is simply how you see the world. Because every relationship you have with colleagues and clients has significance and influence for both parties, however, your reactions are important to others.

When looking in the mirror after getting your hair cut in a new style, you might smile with approval, blush with embarrassment, or feel reluctant to pay for such an outrageous coiffure! The hairdresser might glow with pleasure at your sophisticated new image, and your friends may look ambivalent about the new you. Any of these reactions is legitimate, and none is better than the other. Each reaction is feedback based on the viewer’s frame of reference. When you are giving feedback you need to keep in mind that as important as your views are, the receiver may not agree with your perspective.

To ensure that you give feedback respectfully, you can couch your comments with phrases such as these:

“As I see it . . . ”

“I felt happy (sad) when you clapped (did not applaud).”

“From my perspective . . . ”

“The way I see things is . . . ”

Using the first person to convey your thoughts and feelings prevents you from accusing or labeling another person’s behavior.

Because I am responsible for customer service training in a hospital setting, it is my job to give feedback when I observe poor customer service. When I am in the role of client, I am in a good position to assess the quality of service. When I give feedback, I share my perspective of someone who has “been there.” When I went to the laboratory to have my blood drawn, a woman came into the room, did not identify herself, and was wearing no name tag. When I asked her about it, I learned she was a student. A staff member came in to help, and I learned that students were not routinely given name pins. I shared this information with the manager and indicated how uncomfortable it made me as a patient not to know who was working with me. She agreed and arranged to provide the students with name tags. It is not always easy to give feedback if it requires correction, but it may help others. In this case, we were able to upgrade the image of the staff as professionals.

Only gold members can continue reading. Log In or Register to continue

Share this:

• Click to share on Twitter (Opens in new window)
• Click to share on Facebook (Opens in new window)

Related

Related posts:

1. Expressing opinions
2. Humor
3. Respect
4. Warmth

Stay updated, free articles. Join our Telegram channel

Join