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Carnegie emphasizes the futility of worrying about unwarranted criticism. Unjust criticism should not be taken to heart, as it often stems from jealousy and resentment. Furthermore, criticism is more likely to be directed at successful people. For example, in 1929, Robert Hutchins caused a sensation when he became president of the University of Chicago at age 30. Many newspaper articles criticized his appointment, claiming that Hutchins was too young and inexperienced for the role. When asked about this criticism, Hutchins’s father replied, “remember that no one ever kicks a dead dog” (229). Similarly, King Edward VIII (then Prince of Wales) was kicked by the other boys at the Royal Naval College. The perpetrators explained that they wanted to abuse the future king. Even US President Thomas Jefferson and President George Washington were the targets of severe and unjust criticism.
Carnegie urges readers to remember the principle of the “dead dog” and view criticism as “a disguised compliment” (232).
Carnegie argues that receiving unjust criticism is inevitable. However, while we cannot prevent the negative responses of others, we can control how we react to them. He advises readers to remain true to their own principles and refuse to let unjust feedback upset their equilibrium.
The author recalls his anger over a negative newspaper review of one of his adult-education classes. At the time, he demanded a retraction of the article. However, he later became embarrassed at his overreaction, realizing that few people would have read the article, and even fewer remembered it. As a child, Eleanor Roosevelt was afraid of what people thought of her. Roosevelt eventually realized that the only way to avoid criticism was to never do anything worthwhile. Her integrity and disregard for criticism ultimately proved invaluable in the White House. Similarly, nervous strain would have overwhelmed US President Abraham Lincoln during the American Civil War if he had attempted to answer all his critics. Instead of wasting his time worrying about negative responses, Lincoln followed his instincts and performed his role to the best of his abilities.
The author suggests that readers should cultivate immunity to unfair criticism. He urges them to take the approach of Matthew C. Brush, president of the American International Corporation. Realizing he could never please everyone, Brush compared his ability to ignore criticism to putting up an umbrella in the rain.
Carnegie acknowledges that it is human nature to become defensive when criticized. Nevertheless, he asserts that everyone behaves foolishly sometimes. Consequently, we should admit and learn from our mistakes. The author keeps folders labeled “Fool Things I Have Done” (238) and regularly reviews them. Like most successful people, he realizes that he is responsible for most of his so-called bad luck. American financier H. P. Howell and US founding father Benjamin Franklin both viewed identifying errors as an opportunity for self-growth. While Howell devoted every Saturday evening to appraising his mistakes, Franklin undertook this process every night.
Great men like US President Theodore Roosevelt and physicist Albert Einstein admitted they were often wrong. In fact, Einstein claimed he was wrong “ninety-nine per cent of the time” (242). Identifying our mistakes also means that we can correct them before they attract criticism from others. For example, after writing The Origin of the Species, 19th-century biologist Charles Darwin anticipated that his book about the process of evolution and natural selection would cause great controversy. Consequently, he spent 15 years double-checking his facts before allowing it to go to publication.
Carnegie suggests that encouraging constructive criticism is a character strength. Abraham Lincoln displayed this ability when he was publicly called foolish by Edward M. Stanton, his secretary of war. Instead of becoming angry, Lincoln arranged a meeting with Stanton to discuss the reason for his outburst. Stanton explained why he disagreed with the president’s orders, and Lincoln acknowledged he was right.
The author encourages readers to be self-critical and record the foolish things they have done. Instead of reacting defensively to criticism, consider how you can benefit from it.
Since fear of criticism as a common cause of worry, Carnegie provides strategies for handling criticism in an emotionally balanced manner. The author makes an important distinction between unfair and constructive criticism when advising on the best techniques to use.
Chapter 20 invites readers to reframe unwarranted criticism more positively by introducing the concept that “no one ever kicks a dead dog” (229). The metaphor suggests that the targets of disapproval, especially baseless disapproval, are usually significant or successful figures. Thus, criticism can be viewed as an unintentional compliment prompted by envy. Through the examples he provides, the author encourages readers to remember they are in the company of kings and great leaders when they face unfair criticism. Chapter 21 again emphasizes the importance of accepting what cannot be changed to maintain mental well-being. Carnegie argues that unjust criticism is inevitable if one hopes to achieve anything. Using the analogy of putting up an umbrella in the rain, the author advises readers to disregard negativity from others. Instead of trying to please the masses, personal integrity should be cultivated. Carnegie again uses the example of Abraham Lincoln to illustrate this philosophy, referencing his declaration, “If the end brings me out all right, then what is said against me won’t matter. If the end brings me out wrong, then ten angels swearing I was right would make no difference” (237).
In Chapter 22, Carnegie reminds readers that everyone is fallible, and sometimes criticism is justified. In such cases, we should take a different approach and view constructive criticism as an opportunity for personal growth. The author injects humor into the topic, revealing he has made so many mistakes he keeps folders titled “Fool Things I Have Done” (238). Carnegie here encourages readers to use two Proactive Problem-Solving Techniques: learning from their mistakes and promoting self-improvement by actively encouraging constructive criticism. He characterizes the willingness to do so as a strength of many great men, such as former President Abraham Lincoln, who represents wisdom and integrity in the book.
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By Dale Carnegie