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Thursday, 21 November 2013

Many managers lack the psychological skills to respond compassionately, according to a recent research by academics from The University of Western Australia and The Australian National University.

While the acknowledged benefits of practicing compassion in the workplace include increased commitment from employees, as well as improved health and creativity, the UWA Business School's Winthrop Professor Sharon Parker says a lack of compassion-defined as being moved by another's suffering and wanting to help-is far too common.

"Compassionate behaviour in organisations is associated with increased helping, trust, support and co-operation," Winthrop Professor Parker said.

"But individuals can be too preoccupied with their own feelings, or too emotionally unregulated, to even notice the suffering of another, let alone do something about it."

In a recent journal article, Winthrop Professor Parker's research team suggests managers should engage in a model of compassionate responding that includes noticing, appraising, feeling, and acting.

"A person may notice another's suffering, but if this activates personal distress, the person's concern will be directed toward him/herself rather than the other," she explains.

"However, there is emerging evidence to suggest that, to the extent that a manger is able to ‘step back' from his or her own thoughts and feelings, he or she is more able to extend compassion to another."

Winthrop Professor Parker says managers can be trained in psychological flexibility, allowing them to put their own thoughts and feelings in context.

"Training often begins with exercises to connect with one's values and to identify what matters most, and then moves through a variety of experiential exercises to enhance aspects of mindfulness," she explains. "Instead of trying to change unpleasant thoughts or feelings, training helps people to be accepting of their feelings so that they are more open to what is happening in the moment, including noticing and responding to another's suffering."

Ultimately, the researchers hope that such training will be routinely provided to people working in caregiving roles, managing diverse teams, or managing processes and changes likely to cause uncertainty and suffering among staff.

‘Understanding individual compassion in organizations: The role of appraisals and psychological flexibility' by Paul Atkins and Sharon Parker was published in the Academy of Management Review in 2012, and was recently jointly awarded the Dean's Best Paper Prize from the UWA Business School.

Media references

Karen Della Torre (UWA Business School)           (+61 8) 6488 8538
Verity Chia (UWA Business School)                      (+61 8) 6488 1346

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