ABCs of Effective Feedback

IRWIN M. RUBIN is president of Temenos, Inc. and coauthor of the classic texts Organizational Behavior: An Experiential Approach and My Pulse is Not What it Used to Be: The Leadership Challenges in Health Care. Formerly associated with prestigious institutions such as Sloan School of Management at the Massachusetts Institute of Technology and Harvard Graduate School of Education, he is an honorary member of the American College of Physician Executives.THOMAS CAMPBELL, a group practice consultant, is a board-certified obstetrician and gynecologist and fellow of the American College of Physician Executives. Previously CEO of a multispecialty group practice of over fifty physicians in western Montana, he has held teaching fellowships at the University of Chicago and Sydney University in Sydney, Australia.

"The ABCs of Effective Feedback emphasizes what we already suspect is true: poorly managed feedback in the health care setting is at the heart of most personal and organizational problems." --Aspen's Advisory for Nurse Executives "An essential tool for anyone wanting to make the transition from management to leadership." --James A. Autry, author, Love and Profit and Confessions of an Accidental Businessman "A much-needed, practical guide . . . essential to the successful conduct of one of humanity's most important activities?productive conversation." --Edgar H. Schein, Sloan Fellows professor of management emeritus, MIT Sloan School of Management "A conceptual framework and tools that will be of interest to anyone faced with the issue of giving and getting feedback that improves both performance and relationships." --Richard Beckhard, principal, Richard Beckhard Associates and coauthor of Changing the Essence "The ABCs of Effective Feedback will take longer than a minute to read but will yield a lifetime of returns." --Ken Blanchard, coauthor of The One Minute Manager "Rubin and Campbell have fully developed a vital phase of the career development process--the giving and receiving of feedback. If this phase is not fully embraced, the development process proceeds on shaky ground." --Beverly Kaye, author of Up is NOT the Only Way and Developing Workforce Talent

• 1. Making the Business Case2. The Many Faces of Feedback3. Initiating Feedback4. Formulating Truths5. Exchanging Messages6. Evaluating the Feedback Process and Outcomes7. Leadership and Feedback8. Evolutionary Change with Revolutionary Effects: A Case Study9. Axioms and Tips10. The Truth of the Consequences