Keterampilan Komunikasi

Pertemuan 9
Midterm Assessment Review

Image: freepik.com
Source: andymolinsky.com
 Positive feedback
Negative feedback
Diane, you did a good job of reflecting the patient's emotion. I
saw her tear up when you said, ‘This diagnosis must feel
devastating to you.

When you moved on to the exam, she

was still crying. I suggest waiting 30
seconds more in silence. It is healing to
have someone give you room to feel.

The patient shared her feelings with you, because you

appeared relaxed and comfortable with her emotions

Source: https://www.aafp.org/fpm/2002/1100/p43.html
 Positive feedback
Negative feedback
Andy, I am impressed with your development since you joined my team last
month. You have used the skills you learned during your training in New York
to systematically review our customer’s accounts.

By the way, I was reviewing the expense

report from your trip to New York. I
notice a $65 charge for on-demand
movies. I have to deny this expense
since it has no business-justification.
Given our limited travel budgets, I
would ask you to be more careful about
your trip expenses. You are probably
not aware of our company’s travel
policy. I have asked Human Resources
I am glad you were able to use the skills you learned at to give you a copy of our travel policy
this training in New York. I appreciate your hard work booklet that details the acceptable
and persistence with this customer. Keep up the good expense report practices.
work.

Source: https://www.rightattitudes.com/2008/02/20/sandwich-feedback-technique
Key points
• Giving feedback is the backbone of good supervision.
• Provide feedback on behavior you want others to keep
and behavior you want others to change.
• A feedback sandwich consists of criticism
“sandwiched” between praise.

Source: https://www.aafp.org/fpm/2002/1100/p43.html
Source: andymolinsky.com
 Source: https://www.aafp.org/fpm/2002/1100/p43.html

Be Specific
Keep in mind that someone can't change a behavior if he or she
doesn't know what needs to be corrected, and if an someone
feels personally judged, he or she is not likely to be motivated to
change.

Judge the person, and you risk the relationship.

Judge the behavior, and you take the bite out of criticism.

Own your opinion

Use “I” statements to own the feedback you give. “I think or feel
X” is more assertive than “People say X about you.”
 Observation (Recommended)
Evaluation (Not-recommended) “Your work is sloppy” (which is a criticism).
“Three of the numbers in the report were inaccurate.”

“You are lazy” (which is a character attack).

“I remember you said that you’d send the document last week, and
I haven’t received it.”

“You ignored me.” (which implies intent).

“I sent you two emails, and I haven’t received a response.”

“You’re always late,” (which is a generalization).

“I notice that you arrived 10 minutes late to the meeting this morning.”

Source: https://medium.com/s/please-advise/the-essential-guide-to-difficult-conversations-41f736e63ccf
Be Prepared
It's easy to give aggressive feedback that's nonspecific and generalized, such
as, “You never listen to patients.”

It takes more effort to identify the problem behavior, describe it succinctly

and offer a corrective solution assertively (e.g., “I noticed you interrupted Mr.
Gold three times in the interview. It may help if you make a pact with
yourself to repeat the patient's concerns before moving on to closed-ended
questions”)

Consider to pick appropriate time and place to give feedback.

The wrong time to give feedback is when you feel tired, frenetic, hungry or
late. The right time to give feedback is when you're calm, focused and clear
about the facts.

Source: https://www.aafp.org/fpm/2002/1100/p43.html
 Source: https://www.aafp.org/fpm/2002/1100/p43.html

Suggest corrections
Don't leave them empty-handed. When giving change-oriented
feedback, offer corrective, alternative behaviors to replace the
problem behavior. If you think it is important for them to come
up with a solution independently, spend time brainstorming
ideas.

Be Dramatic
When giving feedback, non-verbal behavior is important too.
Feedback given in a monotone voice tends to go in one ear and
out the other. Deliver your feedback with a dramatic force
equivalent to its worth.
Provide Closure
Ask them to respond to your feedback. Then paraphrase, or repeat, their
opinion.

Paraphrasing does not suggest agreement, rather, it serves two purposes: It

shows the employee that you accurately heard the expressed concerns, and
it adds to the information you'll use in your final assessment.

If you acknowledge their views, you are likely to elicit a less defensive
reaction when you repeat your assertion. Ask them if he or she has any
questions, and, if suited to the interaction, end by clearly stating behavioral
expectations.

Source: https://www.aafp.org/fpm/2002/1100/p43.html