As healthcare leaders it is inevitable that you will need to give someone tough feedback, at one time or another. The same is true if you are a project manager. This may also happen in any situation personal or professional, that you are involved in.
Chapter six of Align, details three dynamics for giving tough feedback.
Q1- How would you use these dynamics as a healthcare leader, project manager or in general, when giving someone tough feedback?
Q2- Conversely, how have you received tough feedback and would having that feedback as presented in Align, made a difference?
Please have 2 pages response on each question, with two citations
The attached copy is not very clear, but this is what I have. Appreciate.