Explaining Compassion Organizing

Dutton, Jane E.; Worline, Monica C.; Frost, Peter J.; Lilius, Jacoba M.

doi:10.2189/asqu.51.1.59

Cited by 551 publications

(658 citation statements)

References 86 publications

Supporting

Mentioning

602

Contrasting

Unclassified

Order By: Relevance

“…According to these theorists, rather than preempting challenge, culture can offer opportunities for questioning and altering traditional work practices in organizations (e.g., Davis et al 2005, Dutton et al 2006, Foldy and Creed 1999, Meyerson 2003, Meyerson and Scully 1995, Morrill et al 2003, Scully and Segal 2002, Weber et al 2009. In this view, culture is seen to be a "toolkit" (Swidler 2001) of resources that people can use to develop strategies of action in particular situations.…”

Section: Current Literature On Practice Challenge and Change By Less mentioning

confidence: 99%

Hot Lights and Cold Steel: Cultural and Political Toolkits for Practice Change in Surgery

Kellogg¹

2011

Organization Science

116

View full text Add to dashboard Cite

One of the great paradoxes of organizational culture is that even when less powerful members in organizations have access to cultural tools (such as frames, identities, and tactics) that support change, they often do not use these tools to challenge traditional practices that disadvantage them. In this study, I compare data about work practice change from my own field study of an elite teaching hospital (conducted in the early 2000s) to previously reported data from field studies of two similar hospitals (one conducted in the 1970s and one in the 1990s). I demonstrate that although cultural toolkits supporting change may allow less powerful organization members to see traditional practices as running counter to their interests, they may not be able to significantly change traditional practices unless they also have access to what I call political toolkits (including tools such as staffing systems, accountability systems, and evaluation systems) that support change. Although cultural tools allow them to reinterpret practices that disadvantage them as unfair, political tools allow them to feel optimistic that others will help them effect change. Whereas cultural tools enable them to develop a “we” feeling with other reformers, political tools allow them to coordinate their change efforts. And although cultural tools provide them with a repertoire of contentious tactics, political tools afford them a sense of security that they can battle defenders of the status quo without ruining their careers. These findings contribute to our understanding of both the cultural construction of organizational life and social movement processes.

show abstract

Section: Current Literature On Practice Challenge and Change By Less mentioning

confidence: 99%

Hot Lights and Cold Steel: Cultural and Political Toolkits for Practice Change in Surgery

Kellogg¹

2011

Organization Science

116

View full text Add to dashboard Cite

show abstract

“…Overall, 2010 was the year with the greatest number of people affected by natural disasters; however, the data show that natural disasters regularly lead to significant human suffering (Armstrong et al 2011). For the individual, suffering involves "the experience of pain or loss that evokes a form of anguish that threatens an individual's sense of meaning about his or her personal existence" (Dutton et al 2006: 60; see also Sutcliffe and Vogus 2003).…”

Section: Knowledge Entrepreneurship and Others' Healthmentioning

confidence: 99%

“…This compassion can include empathetic listening to other organizational members' problems (Frost 2003), sympathetic emotions (Carlo et al 1999), and executing large-scale reactions to unanticipated traumatic events (Dutton et al 2006). Mostly seen as an important and positive force in firms (Kanov et al 2004), scholars have explored compassion at numerous levels of analysis; these levels include individuals' compassion for others (Nussbaum 1996), compassion as an interpersonal, people-connecting process (Kanov et al 2004), and the ways people unite to deliver an organized compassionate organizational response (e.g., compassion organizing (Dutton et al 2006) and compassion venturing Williams and Shepherd 2016)). Compassion is the manifestation of the instinctive human need to respond to others' suffering in order to ease that suffering.…”

Section: Coping Orientations and Project Failurementioning

confidence: 99%

“…Compassion is the manifestation of the instinctive human need to respond to others' suffering in order to ease that suffering. In this context, suffering includes some form of loss or pain that jeopardizes individuals' sense of meaning about their existence (Dutton et al 2006). Here, compassion represents people's reaction when their self-meaning or psychological health is threatened.…”

Section: Coping Orientations and Project Failurementioning

confidence: 99%

See 1 more Smart Citation

Entrepreneurial Cognition

Shepherd

Patzelt²

2018

View full text Add to dashboard Cite

“…Frost et al, 2000;Dutton et al, 2006). The theme of manipulation by managers or overseers appears in no less than 33 of the Disney classic animations.…”

Section: Manipulation And/or Deception By Managers or Overseersmentioning

confidence: 99%

Whistle While You Work? Disney Animation, Organizational Readiness and Gendered Subjugation

Griffin¹,

Harding

Learmonth

2016

Organization Studies

View full text Add to dashboard Cite

This paper introduces the concept of ‘organizational readiness’: socio-cultural expectations about working selves that prepare young people (albeit indirectly and in complex and multi-faceted ways) for their future life in organizations. This concept emerges from an analysis of Disney animations and how they constitute expectations about working life that may influence children through their representations of work and gendered workplace roles. The paper’s exploration of Disney’s earlier animations suggests they circulated norms of gender that girls should be weak and avoid work. In contrast, its contemporary productions circulate gender norms that suggest girls should be strong and engage in paid work. In this reading, the continued circulation of earlier alongside contemporary animations may convey to young viewers a paradox: girls must and must not work; they must be both weak and strong. We thus offer new insights into the puzzle of the continued relegation of women to the sidelines in organizations; more optimistically, we also point to ways in which future generations of employees may forge ways of constituting forms of gendered selves as yet hardly imaginable.

show abstract

Explaining Compassion Organizing

Cited by 551 publications

References 86 publications

Hot Lights and Cold Steel: Cultural and Political Toolkits for Practice Change in Surgery

Hot Lights and Cold Steel: Cultural and Political Toolkits for Practice Change in Surgery

Entrepreneurial Cognition

Whistle While You Work? Disney Animation, Organizational Readiness and Gendered Subjugation

Contact Info

Product

Resources

About