Interpersonal Communication Skill Of Feedback

A day in the life of a veterinary technician may include answering clients’ questions, providing written or verbal instructions regarding care of an animal, answering the telephone,

Listening, feedback and questioning are beneficial interpersonal communications skills to excel in the nursing profession because they demonstrate a caring attitude and interest, aid performance development and clarify information .Active listening allows a nurse to convey a caring attitude and genuine interest to the patient to develop a therapeutic relationship Constructive feedback increases performance development by building collegiate relationships in the healthcare profession. Effective questioning, specifically open and closed questions ensures accurate information is gathered by nurses for achieving relevant patient centred goals. Therefore, Listening, feedback and questioning are essential skills within the nursing profession because

When utilizing feedback as a way of measuring effectiveness of the organizational change it can be by way of surveys from staff, meetings, questionnaires and so on. Feedback helps to communicate ideas better to management so that quality care can continue to improve and goals can continue to be reached. Feedback is used by managers as a tool to respond to and to anticipate changes (Spector, 2010).

Discuss the importance of receiving and responding to feedback on your scholarly writing. What you have learned about the scholarly writing process up to this point in your academic career? And how will feedback and peer-review help you to write a critical review of the research literature?

Thank you again for responding. Clearly there are some areas that we disagree upon and it might be a matter of memory recall or simply denial for the sake of self /professional preservation on your part, as you did offer to call Mr. Raymond from your conference room phone when my cell phone accidently dropped the call. And you and he exchanged contact information via email during the call during the intake meeting. Honesty, consistancy, and professionalism will definitely benefit all of us.

Taking care of your staff, emotional needs, physical needs, and establishing an excellent work environment is imperative to the production of work, and the retention of your staff. Therefore with the participative style of leadership, effective communication is imperative in nursing. Communication whether through emails, meetings, one-on-one, or in a group must be done with respect, directly to the point of what is being said and required along with the awareness of their own feelings and biases so that what is being communicated is acceptable to enhance the workplace and not hinder it (Huber, 2014). One of the ways I communicate is with nursing meetings. In the meetings I usually start with things that are facility wide, then maybe new procedures that is being implemented, and I always end with the nurses bringing in any problems, concerns, needs or wants. The last key element that is important for the leader to be able to have meaningful recognition of their employees. Recognition of employees not only facilitates the wiliness to strive more, but it also reiterates to the staff, that they are appreciated (Huber, 2014). There are several ways to recognize staff; one is

Currently people see me as an informal leader that has high personal standards. I am seen as honest, trustworthy and dependable. I am also seen as someone who does not always stand up against others to make them responsible for their own actions. People do not always feel that I give feedback in a way that enhances performance. In my future nursing career as an APN, it is important that I provide prompt honest feedback to my patients regardless if it is a difficult discussion.

Appropriate staffing ratios and upbeat environments have demonstrated a positive correlation to staff satisfaction. In one study, nurses who were pleased with their job choice generally had abundant resources, successful nurse leaders, collaborative relationships with the providers, and a sense of autonomy in their practice (Twigg & McCullough, 2014). Thus, Twigg and McCullough (2014) emphasize the necessity of creating a satisfactory work environment if leaders wish to retain nursing staff.

The approach that fits the author’s personal and professional philosophy of nursing would be that of leadership. Patient satisfaction has a direct correlation with employee satisfaction. While there is an issue of lack of staffing related to current hospital census and patient’s increased needs, the best solution that is available to all facilities is creating a positive environment in which the available staff is motivated to provide the best possible care to all patients. Hiring a team that is willing to work together in a busy, hectic setting is the key to providing quality care. Leaders are able to motivate staff, enhance interpersonal relationships between staff and management, offer incentives for hard work, and provide positive feedback. Staff members who feel appreciated on a regular basis for

Improving patient satisfaction has been the forefront of nursing for the past decade. Many studies have been executed to assess practice and procedures that will improve patient satisfaction and patient safety. Nursing leadership and bedside nursing staff play a pivotal role in transforming bedside nursing. A critical appraisal was conducted in Australia by Gardner, Woollett, Daly, & Richardson, (2009) on measuring the effect of patient comfort rounds on practice environment and patient satisfaction: a pilot study. This research aimed to test the effect of a model of practice that enhanced the role

Talking to staff about job satisfaction also ranks high as well. If the nurses like and enjoy their jobs, it is shown they will try harder and make the patient’s quality of care better. When the quality of care is better, the patient feels more satisfied and is correlated with also having better

Leadership and management are equally important practices; however, where leadership focuses on influencing people to accomplish a goal, management focuses on influencing staff to fulfill an organization’s goals and targets the majority of their attention on organizational goals and objectives (Huber, 2010). In order for nursing managers to combat shortages and retention issues, they need to improve job satisfaction on the organizational level. Some approaches to doing that are: innovative job redesign, the creation of knowledgeable, confident nursing leaders, enhancing supervisor and administrative support and career ladder development (Morgan & Lynn, 2009). Strong nurse managers will collaborate with their nursing leaders to analyze ways to attract new nursing staff to the profession while also being pro-active in improving staff retention (Duffield, Roche, Blay & Stasa, 2010). They also understand that there is a connection between strong nurse leaders, employee satisfaction, a healthy work environment and nurse retention. Another approach nurse managers can take to increase job satisfaction and decrease turn-over is to acknowledge and praise staff for a job well done. Studies have shown that recognition and praise from management had a strong influence on job satisfaction (Duffield, Roche, Blay & Stasa,

Belizario, S. (2011, August). Inspiring change. Boosting patient satisfaction scores-and nurses’ morale. Nursing 2011, 41(8), 18-21. Retrieved from: http://dx.doi.org/doi:http://dx.doi.org.proxy.library.ohiou.edu/10.1097/01.NURSE.0000399591.81228.3e.

A report on the interpersonal skills of listening, questioning and feedback and the benefits of these in the engineering field

By empowering the community of nurses and sustaining employee engagement, patient and employee satisfaction would remain the same, if not increase (6 Leadership strategies for navigating perpetual change in healthcare, 2015). Change is tough for most people and the time to adjust varies with each individual. Taking some time to acknowledge each individual and their needs is an important factor to being a great leader (6 Leadership strategies for navigating perpetual change in healthcare, 2015).