The experience of criticism can be irritating and distressing, but there are tried and true methods for defusing the situation. Using the fact that you are part of a group to your advantage is one of the most effective strategies.
We are more likely to trust people who are already a part of our group, whereas we are more likely to mistrust outsiders. You can gain an edge from employing group identification if you employ rhetorical tactics to make your point.
Outgroup critics have a significant propensity to condemn other outgroup members for compassionate or humanistic motives, which is a fallacy due to the prevalence of this tendency.
A critique of this nature may in fact contribute to an increase in violent acts around the world. This is due to the fact that compassion is a trait that promotes prosocial behaviour.
It is not required to identify a group in order to be susceptible to this bias; nonetheless, there is some evidence that suggests that group identification has a significant influence in the degree of ISE.
In point of fact, individuals who do not identify with any particular group are just as prone to exhibit ISE symptoms as those who do. The fact that group identification does not necessarily moderate ISE, on the other hand, makes it harder to detect it in advance.
According to the theory of the black sheep effect, those who strongly identify with a group are more prone to retaliate against individuals who criticise that group. On the other hand, this impact could not hold true when it comes to criticism from those within the ingroup.
If someone strongly identifies with their ingroup, they may be less likely to react badly to criticism from inside their own group if that criticism is motivated by the interests of the group.
Being receptive to constructive criticism is essential to the decision-making process in groups where a member may be viewed as belonging to an outgroup. It is often believed that critics from within a group have a greater chance of convincing the group's members than critics from outside the group.
However, the scope of this advantage is restricted. This advantage is diminished if a member of the ingroup becomes aware of a potential danger to his or her own group. The psychological mechanism that underpins defensive responses to criticism is summed up in this phrase.
A cycle of defensiveness can easily become self-perpetuating, which can result in a variety of unfavourable results. For instance, people could try to avoid having to deal with a defensive boss by organising support groups, which then leads to the politicisation of decision making.
When resource allocation and performance ratings are determined by special interests and opinions held by ignorant individuals, poor judgements are the inevitable result. In the end, this will result in a dysfunctional and inert working atmosphere that is weak.