Understanding compassion capability

Abstract

We elaborate a theory of the foundations of a collective capability for compassion through a detailed analysis of everyday practices in an organizational unit. Our induced theory of compassion capability draws on the findings of an interview study to illustrate and explain how a specific set of everyday practices creates two relational conditions -high quality connections and a norm of dynamic boundary permeability -that enable employees of a collective unit to notice, feel and respond to members' suffering. By articulating the mechanisms that connect everyday practices and a work unit's compassion capability, we provide insight into the relational micro-foundations of a capability grounded in individual action and interaction.

Religious work environment – benefit or challenge? A qualitative study on motivation at work in a religiously affiliated hospital

“…Ebrahim [32] suggested besides self-evaluation an generell performance assessment, codes of conduct and participatory decision processes as valuable chance of building a shared vision and therefore ensuring accountability within the organization. Lilius et al [33] also highlighted collective decision-making as important chance to overcome a too compassionate management. Compassion acts as an important and powerful advantage, especially in faith-based nonprofit organization, but it is certainly important to establish a common culture that addresses problems directly and visible especially when it comes to making tough but necessary business decisions.…”

A Theory of Collective Empathy in Corporate Philanthropy Decisions

“…In the context of our theorizing, group identification relates to the extent to which organization members will feel, express, and adopt empathic emotion in the organization. First, greater group identification implies a higher level of "permeability" between private and work-related role identities, increasing the likelihood of sharing non-work-related emotions in the workplace (Ashforth, Kreiner, & Fugate, 2000;Kreiner, Hollensbe, & Sheep, 2006;Lilius, Worline, Dutton, Kanov, & Maitlis, 2011). Second, group identification affects the degree to which empathy converges .…”

What place does compassion hold in the conduct and production of health services research?

“…Gallos [45] went as far as to depict academic settings as "toxic trenches" due to turnover, reorganisation, budget cuts and job insecurity. Consequently, it is argued that policies and practices should be in place that emphasise the human side of academic organisations [6,16,45]. Compassion towards self and others could form part of such endeavours.…”

“…This relates to social norms, said to be "among the least visible and most powerful forms of social control over human action" [15]. In regards to social norms, leaders can set the tone that it is important to notice and respond to suffering expressed in a work situation [12], helping compassion to become institutionalised within an organisation so it is self-sustaining [16]. As depicted in the title to a book by Worline and Dutton, compassion is "the quiet power that elevates people and organizations" [17].…”