Although both criticism and feedback involve evaluation, many differences exist between the two. As a leader, it is imperative to understand these differences as it is vital for the motivation and success of employees. The first dissimilarity is that while criticism looks at the person’s faults and passes judgment, feedback is constructive and helps build strength (Zhang & Zheng, 2018). Criticism is based on a person’s imperfections and past mistakes, blaming them for what they did wrong. Contrarily, feedback is future-oriented as it identifies what needs improvement and recommends what should be done differently. Secondly, a harsh message from criticism tends to embarrass or shame the recipient. On the contrary, coaching feedback shares remedial comments that assist people in bonding with their capacities and strengths which can help them improve in the future. Lastly, criticism deflates by pointing fingers and blaming the recipient for not measuring up. Criticism looks backward at the problems, saying, “you screwed up.” On the other hand, feedback inspires by acknowledging the other party’s role in the situation and saying, “let us figure this out together.” Thus, it is a crucial skill for a successful leader to differentiate these two issues and implement coaching feedback properly.
A performance formula can be used in a performance cycle to determine whether an award given to a person has been earned based on at least one standard or objective procedure set by a company’s management. An example of a performance formula determines the achievement of others based on their capacity and commitment. Adjustment to either factor is likely to affect an individual’s performance. On the other hand, a coaching model is a technique used to guide people to improve their performance to where they want to be (Franklin, 2020). It helps individuals understand their position, establish desired goals, explore options, identify obstacles, and find an action plan. The performance formula is directly linked to the coaching model in that the performance formula helps determine one’s reasons for low performance and the improvement action required. Subsequently, the coaching model enables employees to develop themselves and be more satisfied with their jobs, thus improving their performance.
There are five conflict management techniques: competing, accommodating, collaborating, compromising, and avoiding. First, a person who uses the competing conflict management style is aggressive or assertive and willingly pursues their concerns at the other party’s expense. Second, people with an accommodative management approach sacrifice themselves to satisfy the other party by accepting their demands, even when it is uncomfortable. Third, the compromising conflict resolution style focuses on finding a mutually acceptable and practical solution to conflicts. People who use this technique are cooperative and assertive, and find answers that partly satisfy both parties (Katz et al., 2020). Fourth, users of the collaborating conflict resolution technique are bold and attempt to cooperate with others to find a solution that fulfills the concerns of everyone. Lastly, individuals who exhibit the avoiding resolution style during a conflict passively or diplomatically sidestep issues or withdraw from disagreements without resolving them.
Workplace conflict resolution can be divided into various steps to simplify the process. First, one should clarify the exact cause of the disagreement by getting both parties to agree on what is causing the conflict. Secondly, parties should decide on a common goal that suits them all. The third step involves listening, brainstorming, and communicating with conflicting individuals to identify ways of meeting the aforementioned shared objective. At this point, the parties can acknowledge what led to the issue and what barriers can hinder effective resolution (Katz et al., 2020). Then, the conflicting groups should conclude on the most suitable answer that both sides accept. Lastly, the teams should acknowledge the established solution and clarify the responsibility of each party toward the reached decision.
References
Franklin, J. (2020). The BEST model of performance enhancement.Philosophy of Coaching: An International Journal, 5(1), 90-100. Web.
Katz, N., Lawyer, J., Sosa, K., Sweedler, M., & Tokar, P. (2020). Communication and conflict resolution skills. Kendall Hunt Publishing.
Zhang, L., & Zheng, Y. (2018). Feedback as an assessment for learning tool: How useful can it be?Assessment & Evaluation in Higher Education, 43(7), 1120-1132. Web.