The Criticism Challenge: Receiving Criticism
One of the toughest challenges of administrators is dealing with unsolicited criticism. In the next issue, I will discuss the critical steps to giving criticism, but first I wanted to address the role of deans and chairs in setting a tone for a work environment where criticism is seen as essential for growth.
Euripedes reminds us, "The same man cannot be well skilled in everything; each has his special excellence." Yet, while cognitively we know we aren't well skilled in everything, emotionally, we hope there is no room for improvement. Improvement is, however, a fact of life at work. Being on the receiving end of criticism is no picnic, but how academic leaders respond to criticism should model the response you expect from your faculty.
Step One: Evaluate the criticism. Criticism can be formal or informal and valid or invalid. Formal criticism typically comes from the boss, is structured, occurs in a scheduled meeting and is recorded for the employee's file. We will assume that you are not receiving formal criticism, but unfortunately, the receiving of informal criticism is part of every administrator's lot in life. Informal criticism isgiven casually with little thought. Often it is tossed- sometimes thrown-out and many times a response is not expected. In a recent faculty development meeting, a first year faculty member expressed more concern about the informal comments he had heard than the formal. He observed that informal criticism is often "biting" and comes without warning.
This type of criticism usually arrives at the dean's office through the back door. A well-meaning faculty member will make an offhanded comment that "Everybody was bored atthe last faculty development workshop" or"No one is satisfied with the new promotion and tenure plan." These kinds of overgeneralizations can result in many nights of tossing and turning, if you are unable to put it in perspective.
Once you determine the style of criticism, you assess whether it is valid or invalid criticism. It is usually in your best interest to respond in someway to valid criticism; however, invalid criticism can and often should be ignored. To determine the kind of criticism, ask yourself the following questions:
Does the critic know about the subject?
Are the critic's standards known and reasonable?
Do I respect the critic?
Is the criticism really about me? If not, what is it about?
Do I hear the same criticism from more than one person?
Step Two: Respond to theCriticism. Once the type criticism has been identified, it is response time. For a working environment, based on mutual respect, the employee should respond to the criticism by choosing one of these four responses:
1)Ignore the criticism. Even when the criticism is valid, it doesn't always need a response. When deciding whether or not to reply, consider the consequences.
2)Calmly acknowledge the truth. "Yes, you are right. I do have a sarcastic sense of humor." This acknowledges there may be truth in the criticism, reduces defensiveness, and leaves the critic with little else to say. Admitting one has improvement areas is a sign of maturity and confidence.
3)Acknowledge the critic's opinion. "Hmm. I understand how you might view me that way." This approach does not admit agreement, but reduces defensiveness by allowing the critic to have his/her opinion.
4)Request feedback. "Can you give me some specific examples of my sarcastic humor?" This is best when dealing with a criticism that is an overgeneralization. It has the following benefits:
It forces the critic to think about what he or she has said and defend the criticism.
It helps identify what behaviors to change.
It opens communication and allows time to think and process the criticism.
The tone of voice and nonverbal behaviors of the critic help determine the seriousness of the problem.
It puts everything out on the table. Through the feedback process underlying and related issues may surface.
Because it's a natural reaction to become defensive when criticized, it helps to be silent after criticism. Just like taking a "time-out" will help you to process the criticism. One management adage is: "The only thing you have to do with criticism is hear it." Often the best response is, "I hear what you are saying. Let me think about that." Then follow the guidelines in this article to determine how to respond.
No one is perfect. Mistakes are made and the administration is criticized for them. The key is to constantly be reminded that criticism is part of work life and provides opportunities for personal and professional growth.
Kina S. Mallard, Ph.D. is chair of the communication arts department and directs the center for faculty development at Union University in Jackson, Tennessee.