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Compassion Quote | |
"I believe that man will not merely endure: he will prevail.
He is immortal, not because he alone among creatures has an inexhaustible voice, but because he has a soul, a spirit capable of compassion and sacrifice and endurance."
William Faulkner
Nobel Prize Acceptance Speech - 1950
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Compassion Tip | |
Let compassion be your compass.
Point it at yourself. Take a deep breath. Exhale. Spend one hour practicing self-compassion by suspending judgment on yourself. Be as warm and understanding to yourself as you would to another.
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For more information on my workshops and presentations | |
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Greetings!
Thank you for your connection! This month, Creating Compassionate Connections™ celebrates its first year of providing research and literature reviews, tips, articles and workshops targeted at developing compassionate interactions in the workplace. A sincerest "thank you" to my friends, clients and colleagues who have shared their experiences and insights of enhancing team effectiveness, developing leadership skills and improving the patient experience through personal compassion!
Warmest regards,
Lisa
Care, Communicate, Connect!
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Compassion vs. Sanctions in the Workplace
As a manager, colleague or team member, what is your traditional response to expressions of anger in the workplace? Researchers at Temple University suggest standard measures such as sanctioning or avoiding the individual are not as effective as a compassionate response to restore a positive working relationship. Per Geddes and Stickney, organizational codes of conduct tend to express what shouldn't be done to an angry employee yet few codes address the role of the observer and what can be done to solve the underlying workplace problem.
In a study of 194 people who had witness deviant anger at work including physical acts, intense verbal displays and inappropriate communication and then, subsequent actions in responding to the anger, the study concluded that even a single act of compassionate support from a manager or co-worker to the angry employee can improve workplace tension. Read more in Science Daily:
D. Geddes, L. T. Stickney. The trouble with sanctions: Organizational responses to deviant anger displays at work. Human Relations, 2010; 64 (2): 201 DOI: 10.1177/0018726710375482 |
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Become Compassion-acious!
How do organizations develop a true culture of compassion? Can adults develop compassion to help support this culture? If so, how?
In a recent study, preliminary research indicates a majority of respondents believe compassion can be taught. Although individuals can experience empathy without compassion, true compassion requires intended action to relieve suffering. To simplify this concept a bit, Compassion = Empathy + Action.
David Hoisington PhD at Compassionspace proposes two basic components of compassion - empathy and acting with wisdom to reduce suffering. As his theory and model demonstrates, individuals may move from pre-novice to expert based on transitioning empathy from instinctual to holistic empathy and developing wisdom from basic cooperation to altruism. Thus, in the greatest of conditions, individuals may transition to a state of radiant compassion.
As we move forward with compassion in organizational life, by understanding the possibility of developing compassion through actions and empathy, organizations can create dynamic processes and relationships that strengthen people's connectedness thereby shaping the context in which they work. Instead of individuals noticing, feeling and responding to pain, the collective, coordinated through individuals, creates organizational compassion. In essence, an organization becomes compassion-acious.
Just because compassion has occurred does not mean compassionate acts are OK. Have you formally legitimized compassionate actions in your organization?
What are barriers that may prevent noticing, feeling and responding to pain in your organization?
What systems are in place to be aware of pain and disseminate compassionate programs?
Does your organization have a safe environment to communicate compassionately?
Is it possible that compassion can increase your organization's resiliency?
References:
Dutton, J., Kanov, J., Maitlas, S., Worline, M., et al. 2004. "Compassion in Organizational Life." The American Behavioral Scientist. 47, (6): 808-827.
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Resiliency - Our Secret Weapon!
Can you develop resiliency through type development? I say a resounding "Yes!" As I continue to research elements and models of developing resiliency, common themes emerge that directly relate to the mental functions, our source of energy and orientation to our outer world.
Research indicates four protective patterns which resilient people tend to demonstrate: Disposition - our sense of autonomy and self-reliance; Relational - how we can engage and manage a broad range of roles; Situational - our ability to assess, evaluate, problem solve and make decisions; and Philosophical - finding meaning, purpose, a sense of hope and the reality that change is inevitable. Read More |
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How Consumers Select Providers Every day consumers make decisions relating to their healthcare including determining a primary care physician and specialist. Over the course of the last decade, healthcare providers have increased transparency by sharing various aspects of provider performance information via independent quality rating organizations, websites, advertisements and most recently, social media. In addition, much work has been dedicated to enhancing the patient experience through measuring patient satisfaction scores that includes recommending the provider, communication, pain management and other indicators.
Patients particularly require an emotional connection and emotions are peaked when raising a concern or sharing a complaint with staff, making a decision about treatment, health problems causing an inconvenience, hospital staff are working closely to deliver care or are in need of privacy. Read more...
Reference:
Abraham, J., B. Sick, J. Anderson, A. Berg, C. Dehmer, and A. Tufano. 2011. "Selecting a Provider: What Factors Influence Patients' Decision Making?" Journal of Healthcare Management. 56 (2): 99 - 114. |
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