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chapter 6 | Getting People to Work Together 83 CikguOnline
that a behavior has been judged satisfactory or too much of your time.”) and to add a suggestion
unsatisfactory. If the message is negative, it should for change (e.g., “You could get your bath supplies
include both suggestions and support for change together while he finishes.”).
and improvement (Box 6-5). Unsatisfactory work must be acknowledged and
discussed with the people involved. Too many
Provide Both Positive and Negative Feedback managers avoid it, not wanting to hurt people’s
Leaders and managers often neglect to provide feelings (Watson & Harris, 1999). Tolerating poor
positive feedback. If questioned about this, they work encourages its continuation.
often say,“If I don’t say anything, that means every-
thing is okay.” They do not realize that some peo- Give Immediate Feedback
ple assume that everything is not okay when they The most helpful feedback is given as soon as pos-
receive no feedback. Others assume that no one is sible after the behavior has occurred.There are sev-
aware of how much effort they have made unless it eral reasons for this. Immediate feedback is more
is acknowledged with positive feedback. meaningful to the person receiving it. Address
Most people want to do their work well. They inappropriate behavior when it occurs, whether it is
also want to know that their efforts are recognized low productivity, tardiness, or other problems.
and appreciated. Kron (1981) called positive feed- Problems that are ignored often get worse.
back a “psychological paycheck.”She pointed out that Ignoring them puts stress on others and reduces
it is almost as important to people as their actual morale. Resolving them boosts productivity, lowers
paychecks. It is a real pleasure, not only for staff stress, increases retention of good staff, and ulti-
members but also for their leaders and managers, to mately results in higher-quality care (Briles, 2005).
be able to share the satisfaction of a job well done
with someone else.Leaders and managers should do Provide Frequent Feedback
everything they can to reward and retain their best Frequent feedback keeps motivation high. It also
staff members (Bowers & Lapziger, 2001). In fact, becomes easier with practice. If giving and receiv-
some claim that the very best managers focus on ing feedback are frequent, integral parts of team
people’s strengths and work around their weaknesses functioning, such communication will be easier
(DiMichele & Gaffney, 2005). to accomplish and will be less threatening. It
Providing negative feedback is just as necessary becomes an ordinary, everyday occurrence, one that
but probably more difficult to do well. Too often, happens spontaneously and is familiar to everyone
negative feedback is critical rather than helpful. on the team.
Simply telling someone that something has gone
wrong or could have been done better is inade- Give Negative Feedback Privately
quate.Instead,make feedback a learning experience Giving negative feedback privately prevents unnec-
by suggesting ways to make changes or by working essary embarrassment. It avoids the possibility that
together to develop a strategy for improvement. It those who overhear the discussion misunderstand
is easier to make broad, critical comments (e.g., it and draw erroneous conclusions. A good manag-
“You’re too slow.”) than to describe the specific er praises staffers in public but corrects them in pri-
behavior that needs improvement (e.g.,“Waiting in vate (Matejka, Ashworth, & Dodd-McCue, 1986).
Mr. D.’s room while he cleans his dentures takes up
Be Objective
Being objective can be very difficult. Evaluate peo-
box 6-5 ple on the basis of job expectations and the results
of their efforts (Fonville, Killian, & Tranberger,
Tips for Providing Helpful Feedback
1998). Do not compare them, favorably or unfavor-
• Provide both positive and negative feedback.
ably, with other staff members (Gellerman &
• Give feedback immediately.
Hodgson, 1988).
• Provide feedback frequently.
• Give negative feedback privately. Another way to increase objectivity is to always
• Base feedback on observable behavior. give a reason why a behavior has been judged as
• Communicate effectively.
good or poor. Consider the effect or outcome of the
• Include suggestions for change.
behavior in forming your conclusion. Give reasons