Criticism Management by taoyni


									                                   [CRITICISM MANAGEMENT] R. L. Garner, PhD

       Re-Thinking Our

    Dr. Randy Garner

Working with Criticism
  • Criticism has a negative connotation.
  • When receiving criticism we have been conditioned to respond negatively to
    criticism and have been taught that it has to hurt.
  • Giving criticism is no picnic either.
  • In order for us to effectively give and take criticism we must rethink and redefine
    the term.

Why Does Receiving Criticism Bother Us?

Why Does Giving Criticism Cause Us Concern?

G.R.I.P.E. Not Snipe

“New” definition of criticism: offering productive and constructive information
intended to help others grow, recover, improve, prosper, or excel.

History of Criticism

Re-Thinking Criticism
We want to explore ways in which we can be more productive in giving criticism.
Want to examine how we can become more receptive to receiving criticism.
Look at some specific techniques.

“ Criticism should not be querulous and wasting, all knife and root-puller,
but guiding, instructive, inspiring” ~Ralph Waldo Emerson

Productive and Constructive Criticism
P.C. criticism can often be identified by the recipient because:
• It is problem-focused, not personal
• It is specific, not vague
• It describes, rather than evoking judgment and blame
• The recipient may have heard the same information from others
• The critic has credibility in dealing with the subject under scrutiny.

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                                    [CRITICISM MANAGEMENT] R. L. Garner, PhD

Destructive criticism can often be identified by the recipient because:
• It is often personally focused
• It is overly general or vague
• It focuses on judgment and blame
• It is offered without the best interests of the recipient in mind
• The critic has little or no credibility in dealing with the subject under scrutiny.


Step 1: Before Giving Criticism
Consider your Goals and Motivation
     Take responsibility for how the communication goes—are you clear on your
     Interactive communication: Dialogue not monologue
Gather All the Relevant Information
     Flexibility to allow the opinions of others
     Have fact and information at hand
Consider the Time and Place
     Earlier in the day / week
Consider the Emotional State of the Giver and Recipient
     “Would you be receptive right now?”
Consider the Psychological State of the Recipient
     Communicate without crippling
Evaluate the Criteria being used to Validate the Criticism
     What is the ‘yardstick’ being used?
Use Mental Rehearsal / Visualize the Encounter
     “See” and consider various scenarios
Organize Your Thoughts
     Create a thoughtful sequence
     Notes / Note Cards to get it right
Send a Clear Message
     Precise in Language and Your Suggestions
Think Win-Win
     Solidifies to be a helpful and productive force

Step 2: Giving Criticism
Don’t Procrastinate
      It is unlikely to get better
Remain Calm – Monitor your Own Emotions
      Physiological cues
Stick to the Facts and be Specific
      If you are not sure of your facts, you are not prepared to offer productive
Criticize the Deed, not the Doer
      Action not the actor / Performance not the performer

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                                  [CRITICISM MANAGEMENT] R. L. Garner, PhD

Make Sure it’s a Dialogue
     May learn new information
Be Prepared for a Variety of Responses
     Keep alert to emotionality and resonance of the conversation
Ensure Effective Communication has Occurred
     Feedback is critical…but not parroting
Focus on the Future not the Past
     Past has occurred; the future can be impacted
Be Concrete Regarding Expectations
     Don’t require people to guess
Acknowledge it is Subjective

Step 3: After the Criticism
Be Positive
     Goal is improvement, not harm
     Reflect an attitude of success
Be Accessible
     Be available to keep the recipient on course
Be Patient
     May need time to reflect and digest the criticism
     Reflects your desire to be a positive influence

Criticism Techniques & Strategies
“Explain as if the Other Doesn’t Know” Technique
Super-Ordinate Goal Technique
Mental Rehearsal Strategy
Humor Control Approach
Demonstration Technique
Disguise Technique
Third Party Strategy
Pancake Approach
Criticism by Non-Offensive Questioning

Assessing Criticism: The LAURA Method
Listen Empathetically
Appraise the Criticism
      Consider the source of the criticism
      Consider the importance and benefit
      Don’t react or take it personally
Understand the Criticism, the Situation, and the Critic
      “What can I learn from this criticism?”
      Accept that criticism can be unpleasant
Respond Effectively
      Acknowledge the critic
Assess the Outcome

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                                    [CRITICISM MANAGEMENT] R. L. Garner, PhD

Use the ABC Method of Criticism Response
ABC’s of Criticism Response

Accept – when accurate

Blanket – when partially correct

Clarify – when unclear

Dismiss – when completely inaccurate

Tips on Handling Criticism
   •   Pay attention to your feelings. They may be uncomfortable, but they are normal.
   •   Don’t assume the criticism requires an apology.
   •   Don’t counterattack. This often is read by the critic as having gotten the best of
   •   Counterattacks We Use:
          o Fight-Flight – Hit back and run
          o Poor Me Syndrome – Take criticism & reinforce it with negative self-talk
          o Please Don’t Hurt Me Syndrome – try to make the critic feel guilty for
              offering criticism
   •   Recognize the possibility that the criticism may be helpful.
   •   Ask what you can learn from the criticism to improve your performance,
       competence, and self-esteem
   •   Valid Criticism has these characteristics:
          o Problem-centered rather than personal
          o Specific rather than vague
          o Describes rather than judges

Characteristics of Effective Criticism Managers:
   •   They see the criticism as an opportunity
   •   Recognizes that there may be truth in the criticism
   •   Engages in honest assessment
   •   Separates the criticism from the critic
   •   Sees criticism as information
   •   Remains in the third person
   •   Recognizes the potential for personal development
   •   Doesn’t dwell on the criticism
   •   Accepts the criticism if correct: Learn the lesson
   •   Evaluates Improvement

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