Approaches to Critiques

Brian Kennemer has spoken about an important topic in "Nature of Critique" and his desire to only work with people who fall into the Type I category.

• Type I - those who think criticism is about polishing out the scratches and dents from the idea
• Type II - those who think that finding flaws in parts is a precursor or excuse for trashing something in the whole.

The problem here (and any important topic always has a problem in the first round of discussion) is that both Type I and Type II are needed by the Project Manager if all the information about risk, faults, flaws, bad decisions, latent problems, poor quality, and the general purpose "this is going to bite you in the butt you bonehead," type information is going to surface.

This puts a tremendous burden on the Project Manager to willingly accept and often times seek out Type II information. If, as a Project Manager, you are disposed to seek out Type I criticism (information that has the solution attached with the critique) and avoid seeking out Type II (information that comes with pain attached), then you'll be getting short changed in your responsibility for "managing the project."

Short changed by not listening to possibly the most important critic - those with an ax to grind, those with a special interest in showing you and others what the problems are in your project (or your idea, pet product, or favorite political position). Those with a truly negative attitude toward your skills and outcomes as a project manager.

Not that it would not be nice to receive criticism with an attached solution. To receive praise for your efforts so far, no matter how short they are of the goal. It's like the play ground mother commenting on the attempt on goal that failed to score - "perfect try Johnny, perfect try."

But in the end this is not possible in the real world of projects. Project that require management. Project where the project manger is more that a scorekeeper. Projects where the project manager can actually change the course of history and deliver value to the customer by the sheer will of she personality. Project Managers like the previous post says Project Managers the "make it happen."

If it were true that all you needed was Type I information then you'd likely have a very easy project to manage, have very nice friends on your project and pretty much be sitting in the "cat bird" seat - you'd be bored out of your mind.

Remember...

Never undertake a project unless it is manifestly important and nearly impossible - Edwin Land

Important and impossible projects have both Type I and Type II participants, stakeholder, funding agencies and customers. Learn to manage both. Learn to gain informational advantage from both. Do not run away from Type II's. Type II's quite possibly have information critical to the success of the project. You'll never know if you don't learn to listen to them as well as you listen to the friendly, supportive Type I's.