5 praise for each critique. Quantitative psychological studies say that's the minimum to sustain a motivating work environment, a healthy partner or a committed student. Although, in terms of creativity, the demand seems to be even greater. According to experts, the rate observed in innovative companies, and leading to the development of disruptive ideas, is eight to one. I want to emphasize this phrase: we need 8 compliments against 1 critique to generate new and disruptive ideas. This "emotional relation" is being supported by numerous academic research.
But, what really happens in general? Just the opposite. In general, organizations use four critiques for every praise. Wrong!
Ken Blanchard, one of the experts that marked this relation, emphasizes that "it is surprising to notice how, in cases where the employer compliments employees two or three times, employees still continue to react against or as if they were being despised. Upon the fourth compliment these feelings starts to change." The conclusion is that in line with one of the central findings of "behavioral economics" "loss aversion" is stronger which indicates that the failures or losses impact emotionally in a more intense level: three times greater than in the case of success or profit.
At this point it seems essential to clarify the concept that "compliment" does not refer to mere flattery. A false praise would not lead anywhere. When we speak of praise or compliment, we refer to a good feedback, so that self-esteem is not affected or minimized. And here it is where comes one of the most important responsibilities of a leader. Why? Simple… One of leader's responsibilities is to create and utilize a forum for open, constructive communication in which feedback is one important aspect. Leaders are supposed to give feedback. That’s part of their obligation when it comes to people development.
Think in feedback as one approach to help people reach their highest potential and fulfillment. Reaching that, the business is very likely to profit, because their employees love what they do, and they are great at doing it. Effective feedback, both positive and negative, is helpful to others. When you give feedback you are offering valuable information that will be useful to another person making decisions about how to behave. Feedback is not criticism. Criticism is evaluative; feedback is descriptive.
One of the most prolific in the field of science of creativity research: Teresa Amabile, director of the Entrepreneurial Unit at Harvard Business School, noticed that the first predictor of performance in a creative person inside or outside any organization is its "intrinsic motivation". Unlike extrinsic motivation, intrinsic is that the person has with the activity itself, and not one that lies outside of that task. When you do something that you enjoy and not to obtain a reward or recognition.
Curiously, it is interesting to recognize that the early works on this praise/critical matter don't come from business relationship field, but from the psychology of couples. John Gottman, an authority in this field for decades has been publishing studies on the stability of the couple, and what evidence or attitudes often overlooked build or erode confidence in the bons. After analyzing dozens of variables that influence the likelihood for a couple to divorce or not, Gottman found that the most powerful reason was in fact the ratio between positive and negative comments. In the most stable couples, the ratio is five to one; while the ratio threshold that can anticipate a divorce is 0.77 (three positive comments for every four negative). Wow!
Summing up, more good feedback and less criticisms...
