In Part I of this exploration of criticism, we explored guidelines for criticism that arise from considering the needs and responses of giver and receiver. In this Part II, we explore the content of criticism messages, and the settings in which we deliver those messages.
- Style is part of content
- For criticism, delivery style is part of content, because we experience style as part of the message — and that's often the intention of the giver. Word choice, voice tone, gestures, and posture all contribute to style. A hostile, attacking style invites rejection of the message and possible retaliation.
- Choose a style that's respectful, humble, and kind. Instead of coercing the receiver, invite the receiver to engage in joint exploration.
- Focus on actions or beliefs
- When the content of the criticism includes an evaluation of the receiver as a person, rather than the receiver's actions or beliefs, the receiver can experience pain. Receivers cannot change who they are; they can only change beliefs or make different choices in the future. Criticizing someone as a person invites retaliation and degrades relationships.
- Strive for clarity about the consequences of actions and beliefs. Focus on mutual understanding of those consequences. Once consequences are clear, the receiver can make better-informed choices in the future.
- Understand the root cause
- If the cause of the problem lies outside the realm of individual choice, criticizing the choices of individuals won't help. Very little good comes of offering criticism of actions or beliefs to someone who was operating well within organizational norms.
- Be certain that you understand the root cause of the problem. If what you have to say applies to many people, consider the possibility that the system is the cause, rather than the people in it. Consider individual interventions only after you eliminate systemic causes.
- Seek a private setting
- Public If the message for the receiver
could apply equally to others
as well, the receiver can
feel persecuted and
unfairly attackedcriticism can humiliate receivers. Humiliation limits the receiver's ability to calmly consider the message, which is a prerequisite for change. Whether humiliation is a goal or a tactic, rethink the entire endeavor. - Privacy is essential. If privacy is rare in the ordinary course of events, do something extraordinary to obtain privacy.
- Be equitable
- If the message for the receiver could apply equally to others as well, the receiver can feel persecuted and unfairly attacked. Focusing on just one individual, even to provide an example to others, rarely works.
- People are free to talk with each other. If two people carry out similar actions, and you're reluctant to offer criticism to one, consider carefully before offering it to the other.
Criticizing is itself an action. If criticizing degrades the relationship between giver and receiver, or degrades other relationships, or propagates dissension with little benefit of any kind, its value is questionable — and open to criticism. First in this series Top Next Issue
Are you fed up with tense, explosive meetings? Are you or a colleague the target of a bully? Destructive conflict can ruin organizations. But if we believe that all conflict is destructive, and that we can somehow eliminate conflict, or that conflict is an enemy of productivity, then we're in conflict with Conflict itself. Read 101 Tips for Managing Conflict to learn how to make peace with conflict and make it an organizational asset. Order Now!
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Related articles
More articles on Conflict Management:
- Hurtful Clichés: II
- Much of our day-to-day conversation consists of harmless clichés: "How goes it?" or
"Nice to meet you." Some other clichés aren't harmless, but they're so common that
we use them without thinking. Here's Part II of a series exploring some of these clichés.
- Assumptions and the Johari Window: I
- The roots of both creative and destructive conflict can often be traced to differing assumptions of
the parties to the conflict. Working out these differences is a lot easier when we know what everyone's
assumptions are.
- How to Create Distrust
- A trusting environment is critical to high performance. That's why it's important to recognize behaviors
that erode trust in others. Here's a little catalog of methods people use — intentionally or not
— to create distrust.
- Pariah Professions: I
- In some organizations entire professions are held in low regard. Their members become pariahs to some
people in the rest of the organization. When these conditions prevail, organizational performance suffers.
- Resolving Ambiguity
- Ambiguity is anathema to success in collaborations. It causes errors and rework, extending time-to-market.
When we interpret information, we often choose the first interpretation we find, never recognizing that
others are possible. That leads to failure.
See also Conflict Management and Workplace Politics for more related articles.
Forthcoming issues of Point Lookout
- Coming April 24: Antipatterns for Time-Constrained Communication: 1
- Knowing how to recognize just a few patterns that can lead to miscommunication can be helpful in reducing the incidence of problems. Here is Part 1 of a collection of communication antipatterns that arise in technical communication under time pressure. Available here and by RSS on April 24.
- And on May 1: Antipatterns for Time-Constrained Communication: 2
- Recognizing just a few patterns that can lead to miscommunication can reduce the incidence of problems. Here is Part 2 of a collection of antipatterns that arise in technical communication under time pressure, emphasizing those that depend on content. Available here and by RSS on May 1.
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