According to the Internal Family Systems model, people have a multiplicity of states of mind (or ego states) that regularly recur when the internal or external environment supports them. These states are called parts in Internal Family Systems terminology. All parts serve a purpose; some let us know when it’s time to rest, some are protective, some manage other parts and/or our external lives, some cause unrest when the system is out of balance. What all parts have in common is that they are well-meaning toward the system as a whole. However, some parts become unbalanced and overplay their role. This unbalance is particularly entrenched when the part works in tandem with the brain’s emotion regulation system. Two common, seemingly intransigent, parts that operate in the extreme are the critic and the task master, and these two parts often form an alliance.

The inner critic bullies other inner parts into complying with, often perfectionistic, demands by some form of criticism when inner critic’s standards are not met. This criticism can be internal name calling, self-blaming, or negative predictions. The critic is harsh and uncompassionate, with all or nothing thinking, seeing only reaching the desired standard (perfection?) as relevant, regardless of how the rest of the system is affected. An example of how inner critic works is the person who motivates him/herself by calling him/herself names (e.g. stupid, lazy, worthless), or the inner voice that consistently insists that the person’s performance is inadequate and the person must try harder.

Usually, the inner critic parts first develop in childhood. Children do not know society’s or the parent’s rules and so they violate the rules just by acting naturally. Vulnerable children have no resources to protect themselves from angry parents. Since, instinctually, children know that their survival depends upon acceptance by the parent, part of their psyche splits off to play the role of inner critic that can govern proper behavior internally before it becomes external, thus not risking parental rejection.

The mindset of the unbalanced critic seems to be “If some (criticism) is good, more is better.” The result of the critic overplaying its role, often brutally, is the collapse of other, more vulnerable inner parts who shut down under the condemnation of the inner critic. This shut down leads to the critic becoming more desperate to prevail, thus pushing harder, more abusively, leading to more shut down and greater and greater polarization of the parts and, eventually, depression.

Another part, that often works in tandem with the critic, is the task master. The task master is a manager part gone awry. Manager parts help us organize our life in order to be productive. Sometimes managers manage other parts as well. The desired goal, whatever that goal may be, is the raison d’etre of the task master and compels the person to ignore physical and mental health needs, relational health, fun, even loved ones in pursuit of the goal. Such goals might be careers, sports, hobbies, avocations, etc. What all these goals have in common is the sense of achievement when the goal is reached, however temporary that emotional reward is.

The task master and the critic can work together to fulfill their agendas. The critic can fuel the pursuit of the task master’s goals by supplying negative self-beliefs associated with failure to reach the goals, (“I’m a loser”, “Why did I do that again?”, “I’m stupid.”) thus making the person work that much harder to improve. The task master can supply the drive and the tunnel vision begetting the superior performance needed by the critic. The drive system, one of three systems that emotionally regulate the brain, organically reinforces both the task master and the critic.

The predominant message of the drive system is “Go get it!” (before you get it) and “This is great!” (after you get it). This system impels us to seek and acquire resources that we need, or we think we need, to thrive. Examples of these acquisitions are food, mates/sex, social status, recognition, or victory in competition. This drive keeps us working, striving for the next achievement of desires and goals. The drive system rewards us for obtaining the goals with a release of dopamine, the brain chemical that plays a role in experiencing excitement, desire and pleasure. The anticipation of pleasure reinforces the goals of task master and serves to override the misery caused by the critic. However, the pleasurable sensation caused by dopamine is fleeting and can only be experienced again by the pursuit and achievement of a new goal. Another factor in these dynamics is if the task master/critic duo is thwarted in pursuing the goal, the threat system, another emotion regulation system of the brain, can be activated.

The predominant message of the threat system is one of self-protection. When the threat system is activated in the human brain our attention becomes focused and narrowed on the perceived threat with the conviction of certainty that the perception of danger is accurate, thus blindly reinforcing the dogmatism of task master and critic. As a result, alternative, more benign, explanations for the perceived threatening situation are overlooked. The threat system operates on a better safe than sorry mentality, crucial when there is, in fact, a threat to one’s life. The threat system is designed to override positive or neutral emotions in order to act quickly, preparing the body for fight or flight.

In terms of Internal Family Systems, protector parts are associated with the threat system. Protector parts can hijack a person’s perceptions with anger or fear. When triggered, our thoughts are focused on the source of potential danger; our body is aroused and tense; levels of adrenaline and cortisol are elevated. Often, we can feel trapped, thus causing anxiety. The protective part has a hard time seeking aid from external others because defenses are so high. This leaves a sense of isolation and a feeling that no one is on your side and that there is no relief other than to achieve the goal. Thus, the protective part is used as a metaphorical tool to achieve the purposes of the task master and critic. An alliance between the task master, critic, and a co-opted protector part can result in an immutable pattern of unbalanced driven behavior that brooks no suggestion of change.

The best way to counter the drive and threat system is with the third emotion regulation system of the brain, the safeness system. The predominant message of the safeness system is “It’s okay, you’re safe.” When the safeness system is activated, the person has the experience of being, being grounded, being safe, being comfortable in the present moment, rather than feeling the urge to do. The safeness system is deeply rooted in the process of attachment, including the experiences of feeling wanted, accepted, and valued, of being nurtured, and of nurturing and caring for others.

The safeness system is associated with the release of natural opiates called endorphins which inhibit amygdala activity (fight or flight), thus helping us feel calmer, safer, and less focused on threats.  Oxytocin, a bonding hormone, is also connected with the safeness system and associated nurturing behavior. Oxytocin inhibits stress as well. Without the stress response present, the safeness system activates and promotes growth in brain areas that create brain response flexibility. Then, instead of the imperatives demanded by the critic and the task master, the brain can consider other points of view, other explanations, think more creatively, and be more contemplative, thus creating a balancing that influences the drive and threat systems. E.g.”Am I really in danger of losing love or is there another explanation?” or “Is it really that imperative that everything is perfect?”

Several approaches are effective when working with a client who has critic and task master parts that are overplaying their role. Interventions that allow other parts to communicate to the critic and task master how those parts are affected by the critic’s negativity or the task master’s narrow-minded driving are effective in giving the critic or task master perspective. When the inner critic and task master realize that their purpose is not being achieved because of their efforts rather than in spite of their efforts, they usually will back down. Afterall, they too exist to help the system to survive and thrive. In addition, any intervention that strengthens or augments the safeness system can counteract the biological components of the drive and threat systems that reinforce the critic or task master.