One strategy for building empathy in the workplace is to acknowledge the potential for growth. When people think of empathy as a trait that people either have or don’t have, it may seem out of reach. People who have this kind of fixed mindset around empathy work less hard to connect with others. If such beliefs exist in an organisation, encouraging empathy as a company value will fail. The good news is our mindsets can change and empathy is less like a trait and more like a skill. The loudest voices are seldom the kindest, but when they dominate conversations, they can also affect our perceptions. For example, when one team member loudly expresses a toxic attitude, colleagues can confuse this for the majority opinion. Such “imaginary norms” can prevent positive change from taking place when people conform to them. Leaders can challenge imaginary norms by drawing attention to the right behaviours. Empathy often belongs to a quiet majority and this behaviour can be supported through incentives and recognition so employees see it as a positive norm. Every group, whether it’s a corporate division, or a police department, has people who encourage team solidarity even though it’s not part of their formal role. These individuals might not be the most popular or powerful, but they are the most connected. Information, ideas, and values flow through them. They are their groups’ overlooked influencers. In a recent study, Betsy Levy Paluck and her colleagues used this wisdom to change culture in middle schools. They allowed some students to create anti-bullying campaigns which were then spread around campus. Levy Paluck found that peer-led anti-bullying campaigns worked but were especially effective when they were led by the most connected students. To build empathic cultures, leaders can begin by identifying who is connected, and recruit them to help advocate the cause. This not only increases the probability that new ideals will take off; it also allows employees to be recognised for connecting with others – highlighting another positive social norm at the same time. But to succeed at making empathy part of an organisation’s DNA, leaders must pay close attention to how cultures build and change – organically, collectively, and often from the bottom up. Statements True False First four words 0 One study found that most executives are aware that empathy is linked to positive business outcomes. 1 One of the benefits of having a caring work environment is that staff are more resilient. 2 According to research, staff will readily adopt new measures to improve company culture if management follow them. 3 When people witness positive behaviours, there is a strong possibility they will mirror them. 4 Staff need to understand that learning how to empathise is an achievable goal. 5 Managers can discourage ‘imaginary norms’ in the workplace by rewarding staff who show that they don’t endorse them. 6 A broad range of groups tend to allocate additional responsibilities to staff who form strong connections with colleagues. 7 Betsy Levy Paluck discovered that students with the greatest influence on students’ behaviour had never been in leadership roles before. 8 Management should utilise staff who possess certain attributes to help change company culture. In a recent survey 182 E Preparing for final exams Nur zu Prüfzwecken – Eigentum des Verlags öbv
RkJQdWJsaXNoZXIy ODE3MDE=