Empathy

2007

(Canada) CHAPTER III-The role of cognition in team functioning: A matter of information sharing and coordination among team members……p.22

Empathy is an English word derived from a Greek (empatheia), which is the "physical affection, passion, and partiality." The term was adapted by Hermann Lotze and Robert Vischer to create the German word Einfühlung ("feeling into"), which was translated by Edward B. Titchener as empathy (Wikipedia). Empathy is defined as an understanding of the world from the other's point of view and the communication of that understanding to the other in full. Empathy is a building block of morality for people to follow the Golden Rule. This helps us how we put ourselves in someone else's shoes and humans experience shows that empathy starts early infancy stage (syndicated from Greater Good, 2014). stressed the importance of distinguishing between empathy and sympathy. The former is being the "in-feeling" and the later as the "with-feeling.

Business Manager, 2021

In times when work boundaries have changed significantly and a large section of employees are working from home, organizations can incorporate and practice empathy in myriad ways. It could be offering flexibility to employees so that they can effectively manage work and home responsibilities, access to mental health support, opportunities to volunteer in their communities and incentive to grow and develop their skills as the economy changes. Employee Assistance Programs and other benefits offering short-term counselling or referrals can be another good way to operationalize empathy.

2019

This item contains meeting notes for the first meeting of the Empathy Group, an interdisciplinary research group at Bath Spa University.

Personnel Psychology, 2015

George Langelett's How Do I Keep My Employees Motivated? The Practice of Empathy-Based Management is a well-intentioned book that a new manager or supervisor may find useful. The same may not be said for instructors seeking a classroom resource on workplace motivation. The core proposition of developing empathy as a metacompetency for effective employee motivation is sound. The author grounds this central idea on a basic understanding of how the limbic system, emotional experience, stress hormones, and cognition relate to one another. For instance, a negative emotional experience releases cortisol that impairs rational thinking. The author argues that empathy is foundational for relating to and motivating subordinates because, in order to problem solve and perform their best, subordinates must first feel understood by their supervisor. Beyond this helpful insight for the entry-level manager, the book lacks an overarching framework, is sparsely grounded in relevant research, and, from this reviewer's perspective, presents a somewhat misguided view of the practice of empathy. The lack of an overarching framework or model results in what feels like a repetitive set of managerial to dos and guidelines. The core proposition of empathy-based management is reiterated from a variety of angles that begin to blur into one another. There are core goals of empathybased management (Chapter 2), tips for empathizing with employees during crises (Chapter 3), tools for everyday empathy-based management (Chapter 4), and suggestions for practicing empathy-based management (Chapter 5). Each chapter has its own set of tips or to do lists. This reviewer would have made better sense of the material if the author had provided a visual model to organize the book's structure. For instance, a few boxes and arrows could have depicted relationships between a manager's empathy, a subordinate's limbic system and stress response, and a subordinate's cognitive and motivational resources for more effective problem solving. A simple model like this could have offered readers a more compelling and easier-to-follow framework. Although the main argument for empathy is grounded in basic cognitive neuroscience, much of the book lacks grounding in current research on workplace motivation. For instance, the author advocates an intrinsic perspective on motivation. Yet, references to this perspective rely on

2019

This item contains meeting notes for the twelfth meeting of the Empathy Group, an interdisciplinary research group at Bath Spa University.

The Leadership Quarterly, 2006

This empirical study of small workgroup peers investigated relationships among perceptions of emotional abilities (i.e., empathy, ability to identify others' emotions, and ability to express one's own emotions), cognitive abilities, and leadership emergence. While controlling for cognitive ability and complex task performance, we found that people rated highly on empathy garnered attributions of leadership from their peers. Our study found that an actor's empathy (1) related positively to ratings of task leadership and ratings of relations leadership and (2) mediated the effect of other emotional abilities (i.e., the ability to identify others' emotions and the ability to express one's own emotions) on task and relations leadership. Emotional abilities were unrelated to cognitive abilities or complex task performance. Cognitive abilities and complex task performance earned actors higher ratings on task leadership, but not on relations leadership. The article concludes by relating the results to the new research on authentic leadership. D

Nursing Research, 1976

Communication: Ratings of Facilitative Conditions and Response Repertoire of Helper Responses to Helper Stimulus Expressions. 83 3. Rater Evaluations of Responses for Inter¬ rater Reliability Measurement. 89 4. Mean Helping Scores for Subjects Pretested in Group I and Group II; Hypothesis I.. . 96 5. Measures of Central Tendency and Variability: Hypothesis I. 97 6. Mean Helping Scores for Subjects Posttested in Groups I, II, and III: Hypothesis II.. 99 7. Measures of Central Tendency and Variability; Hypothesis II. 100 8. Mean Helping Scores for Subjects Posttested in Group I and Group II: Hypothesis IIIA. 102 9. Mean Helping Scores for Subjects Posttested in Group I and Group III: Hypothesis IIIA. 104 10. Mean Helping Scores for Subjects Posttested in Group II and Group III: Hypothesis IIIB 105 11. Mean Helping Scores of Twenty-four Registered Nurses Pretested in Group I and Group II. 109 12. Mean Helping Scores of Thirty-nine Registered Nurses Posttested in Group I, Group II and Group III. 111 13. Comparison of the Mean Prestest and Posttest Helping Scores; Group I.

Journal of interprofessional care, 2018

Collaboration in healthcare implies that health providers share responsibility and partner with each other in order to provide comprehensive patient care. A review of the empirical literature on teamwork in healthcare settings suggests that the relationships between service providers remain conflictual and variable in commitment to interprofessional collaboration. Recently, social psychologists have given considerable attention to the possibility that empathy could be used to improve intergroup attitudes and relations. Although empathy may be referred to as a means to humanize healthcare practices, few published studies from the healthcare literature focus on the nature of interprofessional empathy. Understanding frameworks different from your own and empathizing with other members of the team is fundamental to collaborative practice. The aim of this study was to understand the nature of empathy among members of interprofessional teams within a hospital environment. This study follo...

Empathy and trust are among the key factors in building a stronger relationship between two parties or more. Today, more and more organizations are recognizing the importance of the relationship between empathy and trust in order to serve their employees better. Empathy and trust are pivotal in helping the organizations become better workplace environments. This is because the current business world is characterized by rapid globalization, which has led to an increase in the growth and prominence of multinational organizations. This trend towards globalization has increased the challenges faced by business organizations, which have to manage their employees across cultures, time zones, and organizational structures. Accordingly, the reality of a global market calls for business organizations to increase empathy skills and instill trust among employees in order to have strong organizational structure and to enhance business survival and continuity.