Perspective Taking, Empathy, and Relational Conflict at Work: An Investigation Among Participants in a Workplace Conflict Resolution Program

LeBlanc, Diane Elizabeth; Gilin, Debra; Calnan, Kate; Solarz, Barbara

doi:10.2139/ssrn.2086578

Cited by 3 publications

(2 citation statements)

References 33 publications

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“…Research recently replicated this experimental effect in the workplace. Among health care workers in departments seeking help for conflict, those with higher self-reported dispositional perspective-taking tendencies were experiencing less relational conflict in their work groups, and this association was statistically mediated by cognitive flexibility (LeBlanc, Gilin Oore, Calnan, & Solarz, 2012). Second, negotiators who are higher on the dispositional tendency to perspective-take, or who are instructed to adopt a perspective-taking mind-set, achieve better resolutions in negotiations (Bazerman & Neale, 1982;Galinsky, Maddux, Gilin Oore, & White, 2008).…”

Section: Cognitive Flexibilitymentioning

confidence: 95%

“…When overly focused on maintaining a positive relationship and not "rocking the boat" by also pursuing one's own needs and interests, conflict does not get sufficiently resolved at its root to set a basis for mutually satisfying interactions moving forward (Amanatullah et al, 2008;Behfar, Peterson, Mannix, & Trochim, 2008;O'Connor & Arnold, 2011). Greater conflict can result in the long run (e.g., for high empathic concern, see Gilin Oore et al, 2013;LeBlanc et al, 2012). Helgeson and Fritz (1999) have clarified that it is only unmitigated communion-concern for others that actively rejects self-interest-that is harmful to one's relationships.…”

Section: A Balance Of Self and Other Focusmentioning

confidence: 99%

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Individual and organizational factors promoting successful responses to workplace conflict.

Oore¹,

LeBlanc²

2015

Canadian Psychology / Psychologie canadienne

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Although conflict at work is a fairly common and often distressing occurrence, it is arguably a vital and necessary element of human interaction. Relevant to this special issue on positive psychology, we propose that the necessary short-term intensity of interpersonal conflict can bring about positive longer term consequences, including insight, connection, and strength. We synthesize research from organisational, family, social, and personality psychology identifying factors that support successful conflict responses. Individual factors of cognitive flexibility, an appropriate balance of self–other focus, emotion regulation, and fit of the person to the conflict situation show promise for conflict success and appear to be trainable. Organisational interventions, including individual training, work group conflict training, and mediation, also demonstrate efficacy in building conflict skills. We conclude by proposing implications for conflict resolution interventions and critical directions for future research.

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Section: Cognitive Flexibilitymentioning

confidence: 95%

Section: A Balance Of Self and Other Focusmentioning

confidence: 99%

Individual and organizational factors promoting successful responses to workplace conflict.

Oore¹,

LeBlanc²

2015

Canadian Psychology / Psychologie canadienne

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Empathy in the Workplace: Disentangling Affective from Cognitive Empathy

Vallette d’Osia,

Meier

2024

Occup Health Sci

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Empathy plays a crucial role in the workplace, associated with positive outcomes, including helping behavior and task performance. While most studies have treated empathy as a unidimensional and trait-like characteristic, empathy is best understood as a two-dimensional construct, encompassing stable and fluctuating aspects. Considering this conceptualization, our research explores the relationship between the two dimensions – affective and cognitive empathy – with well-being and prosocial behavior, both at the trait and state levels. We hypothesized that affective empathy is positively associated with fatigue, whereas cognitive empathy is positively related to provided support. Furthermore, we predicted that these relationships would be especially pronounced on days when employees witness conflicts in the workplace. Our results, drawn from two diary studies (Ns = 119 and 179), indicated that affective empathy was related to fatigue, and cognitive empathy was related to provided support on the trait level, supporting our hypotheses. However, the distinctions between the two empathy dimensions were less prominent at the state level, and these effects did not depend on observed conflicts. These findings suggest that affective and cognitive empathy have differential effects, emphasizing the need for balanced and beneficial utilization of empathy in both theoretical development and practical workplace contexts.

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The Effectiveness of a ToM Training Program in Promoting Intimacy between Married Couples

Ramezani

Ghamari

Jafari

et al. 2020

The American Journal of Family Therapy

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Perspective Taking, Empathy, and Relational Conflict at Work: An Investigation Among Participants in a Workplace Conflict Resolution Program

Cited by 3 publications

References 33 publications

Individual and organizational factors promoting successful responses to workplace conflict.

Individual and organizational factors promoting successful responses to workplace conflict.

Empathy in the Workplace: Disentangling Affective from Cognitive Empathy

The Effectiveness of a ToM Training Program in Promoting Intimacy between Married Couples

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