Accountability and Feedback, Part IV: Destructive Feedback : Clinical Nuclear Medicine

Secondary Logo

Journal Logo

Advanced Search
From The American College Of Nuclear Medicine

Accountability and Feedback, Part IV

Destructive Feedback

Harolds, Jay A. MD

Author Information

From the Division of Radiology and Biomedical Imaging, College of Human Medicine, Michigan State University, Grand Rapids, MI.

Received for publication September 23, 2012; revision accepted October 26, 2012.

Conflicts of interest and sources of funding: none declared.

Reprints: Jay A. Harolds, MD, Division of Radiology and Biomedical Imaging, College of Human Medicine, Michigan State University, Advanced Radiology Services, PC, 3264 North Evergreen Dr NE, Grand Rapids, MI 49525. E-mail: [email protected].

Clinical Nuclear Medicine 38(4):p 266-268, April 2013. | DOI: 10.1097/RLU.0b013e3182815fcd

Abstract

There are times that feedback is destructive rather than helpful to the employee and the organization. Occasionally, this is deliberate, such as when a boss does not like someone for reasons that have nothing to do with his/her performance as an employee, or his/her character. More often, it is inadvertent. This could be due to erroneous information from others or the leader’s failure to take the time to adequately observe or supervise others. It could also be due to a lack of understanding of the individual’s communication style, or failure to take into account age, cultural, religious, or sex differences. This article addresses some of these issues and what to do about it.

© 2013 by Lippincott Williams & Wilkins

Full Text Access for Subscribers:

Not a Subscriber?

Buy
Request Permissions

You can read the full text of this article if you:

Access through Ovid