Organizational Compassion A Relational Approach
This important book provides an accessible yet scholarly overview of key academic findings and theories on organizational compassion.
| Otros Autores: | |
|---|---|
| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
Abingdon, England :
Routledge
[2024]
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| Edición: | First edition |
| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009869130806719 |
Tabla de Contenidos:
- Intro
- Half Title
- Title Page
- Copyright Page
- Dedication
- Contents
- Tables
- Images
- Figures
- In Practice Cases
- Acknowledgments
- 1. Introduction to organizational compassion
- Introducing compassion as an explicit organizational focus
- A brief history of organizational compassion scholarship
- Understanding compassion
- The context of workplace suffering
- The ethical case for workplace compassion
- Deontology
- Virtue ethics
- Utilitarianism
- Organizational compassion as a NEAR process
- Noticing
- Empathizing
- Appraising
- Responding
- Research findings on the benefits of workplace compassion
- Theoretical lens for organizational compassion inquiry
- Conservation of resources theory
- Power relations
- Critique of the dominant organizational compassion definition
- Power informed focus on the compassion-receiver
- Signaling
- Emoting
- Narrating
- Desiring
- Redefining organizational compassion
- Compassion as an organizational process
- Organizational compassion as organizational behavior
- The structure of this book
- Conclusion
- Two important final notes
- A note on compassionate organizational examples
- A note on compassion research and researchers
- References
- 2. Leading with compassion
- Making it permanent
- Compassion in leaders observed from multiple perspectives
- The dispositional perspective
- The act perspective
- The emotion perspective
- The NEAR process perspective
- The SEND-NEAR process perspective
- Two main influencing paths: Interactions and shaping
- The interaction
- Social learning/role modeling
- Social information processing
- Social and emotional contagion
- Shaping the work context
- Benefits of leading with compassion
- Boundary conditions
- Leading with compassion and its conditional effects
- Compassion alone is insufficient.
- Conclusion
- Notes
- References
- 3. Cultivating compassionate organizational cultures
- Introduction
- Edgar Schein's three levels of culture applied to compassion context
- Artifacts
- Espoused values
- Assumptions
- Compassion within the context of equity, diversity, and inclusion
- Implications and recommendations for leaders and practitioners
- Conclusion
- Notes
- References
- 4. Paradoxes of organizational compassion
- Introduction
- Organizational paradox theory
- Why is compassion paradoxical?
- Mapping paradoxes of compassion
- Learning paradoxes" of compassion
- Organizing paradoxes" of compassion
- Performing paradoxes" of compassion
- Belonging paradoxes" of compassion
- Responding to compassion paradoxes
- Conclusions
- Notes
- References
- 5. Compassion and communication
- Introduction
- The role of communication in compassion
- Communication and actions
- Language games
- Framing organizational compassion as a language game
- Establishing mutual attention
- Orienting toward the issue
- Striving for resolution
- Concluding the encounter
- Two additional components of "dialogical" compassion
- Toward Interdependent Compassion
- Dialogical coordinated action
- Mutual trust in rules of engagement
- Social legitimacy factors
- Consensus
- Conclusion
- Notes
- References
- 6. Compassionate organizational designs
- Introduction
- What is design and how does it shape compassion?
- What makes a design compassionate? The structural elements
- The hardware
- Strategy
- Structure
- Systems
- The software
- Purpose
- Processes
- People and culture
- Organizational designs and cultures of compassion: the configurations
- Traditional, hierarchical structures
- Flatter, network structures
- Agile organizations
- Conditions for compassionate organizing: the mechanisms
- Routines.
- Caregiving policies and improvisation
- Co-creation of improvised solutions
- Community-building communication practices
- One-to-one conversations
- Town hall meetings
- Signaling exceptions
- Conclusion
- Note
- References
- 7. Preparedness for improvised compassion responding
- Introduction
- What is improvisation?
- Why compassion implies improvisational preparedness
- Compassionate improvisation
- Twin improvisational capabilities of preparedness and spontaneity
- Improvisational preparedness capabilities
- Structural-responsive capabilities
- Design
- Learning culture
- Anticipatory capabilities
- Environmental scanning and planning
- Conclusion
- Note
- References
- 8. Compassion as professional practice
- The contribution of practice for understanding compassion
- Dualisms are simplifications of complex realities
- Relations are mutually constituted
- Lessons on professional compassion from caregiving organizations
- Compassion practices that managers can learn from caregiving organizations
- The meaning of good relationships
- Compassionate management as paradox work
- Expressing professional compassion
- Paradoxes of professional, compassionate management
- Balancing caring with distance
- Balancing positive and negative
- Balancing a trialectic (target, manager, and organization)
- Engagement and criticism
- Taking care of the caregivers
- Conclusion
- Note
- References
- 9. Compassionate organizational change
- The "seed" and the "soil
- Teaching-learning compassion in business schools
- Exploring a new theory of compassion
- Practicing compassion when interacting with students
- Incorporating compassion into the business schools' curricula
- Leaders' exemplars
- Fiction
- Observing to assess to analyze to act
- Granularity
- Locus
- Anonymity
- Sharing results
- Consequential.
- HR organizational routines and practices
- Selection
- Socialization, training, and performance appraisal
- Layoffs
- Compassion by Leaders
- Moves influencing the expression of suffering
- Moves that direct attention to suffering
- Moves that influence sensemaking
- Moves shaping organizational members' emotions through contagion
- Moves that model compassionate action
- Inward" moves with potential outward consequences
- Training: interventions aimed at cultivating compassion
- Conclusion
- Notes
- References
- Index.
