INKOVEMA Podcast „Well through time“

#103 – The critique interview

Having difficult conversations II

Where criticism is necessary, clarity is required.

In conversation with Rolf Balling.

Well through time. The podcast about mediation, conflict coaching and organisational consulting.

Rolf Balling, Diplom-Kaufmann (University of Cologne) with a specialisation in social psychology, 7 years in management functions (marketing/controlling) at Alcatel-SEL AG, thereafter 10 years as head of the management training and organisational development department, Training in TA up to teaching transaction analysts in the field of organisation (12 years on the job), training in Group dynamics (2 years extra-occupational), training in Systemic counselling (7 years part-time), From 1990 to 2002 Structure of PROFESSIO GmbHAcademy in the field of human resources, as a teaching trainer and managing partner.

Contents

Today it's about criticism. What is the best way to conduct a critique dialogue?

As is so often the case, this depends on the objective. In a criticism conversation, you want to express your displeasure, your anger, or at least your disappointed expectations, but not just get rid of them, but also land them. At best, the other person will change their behaviour or at least their view of the things that we (want to) criticise. In short, we want to use a critical discussion to make ourselves feel effective and influential, powerful to a certain extent, in order to achieve an overarching goal.

Process variant:

1. clearly state the problem Simply, clearly, distinctly, without distraction or hasty attempts to apologise, directly and decisively name the problematic behaviour.

2. describe the problem in concrete terms Use your perception to describe the problem as concretely as possible. Include current incidents, not old stories.

3. listen Allow room for explanations and clarifications. There may be understandable reasons.

4. assess the overall situation – only now Share your assessment openly and with emotional sympathy. Consequences for the team or others may also be mentioned.

5. analyse causes if necessary Get to the bottom of your assumptions, but don't fall for the excuses.

6. look for solutions "How can we save the situation; how can we find a solution?"

7. Have it explained and Sustainability regulations What will happen by when? What can be expected?(CONTRACT WORK)