35 research outputs found
EMERGENT ORGANIZATIONAL CAPACITY FOR COMPASSION
Our model of emergent organizational capacity for compassion proposes that organizations can develop the capacity for compassion without formal direction. Relying on a framework from complexity science, we describe how the system conditions of agent diversity, interdependent roles, and social interactions enhance the likelihood of self-organizing around an individual response to a pain trigger. When agents then modify their roles to incorporate compassionate responding, their interactions amplify responses, changing the system, and a new order emerges: organizational capacity for compassion. In this new order the organization\u27s structure, culture, routines, and scanning mechanisms incorporate compassionate responding and can influence future responses to pain triggers
Workplace Spirituality and Business Ethics: Insights from an Eastern Spiritual Tradition
business ethics, workplace spirituality, yoga, experiential theory building,
CHARACTERIZATION OF INTRACLUSTER MEDIUM TEMPERATURE DISTRIBUTIONS OF 62 GALAXY CLUSTERS WITH XMM-NEWTON
Assessing Statewide All-Cause Future One-Year Mortality: Prospective Study With Implications for Quality of Life, Resource Utilization, and Medical Futility
The Effect of Acts of Compassion Within Organizations on Corporate Reputation : Contributions to Employee Volunteering
The Effect of Compassion within Orchestra Organization on Job Performance -Focusing on the mediation effect of psychological well-being and self efficacy-
The Value of Corporate Philanthropy During Times of Crisis: The Sensegiving Effect of Employee Involvement
Is it ok to care? How compassion falters and is courageously accomplished in the midst of uncertainty
This article elaborates the organizational literature’s process theory of compassion – an empathic response to suffering – which falls short of adequately explaining why and how compassion unfolds readily in some workplace situations or settings but not in others. We address this shortcoming by calling attention to the basic uncertainty of suffering and compassion, demonstrating that this uncertainty tends to be particularly pronounced in organizational settings, and presenting propositions that explain how such uncertainty inhibits the compassion process. We then argue that understanding the accomplishment of compassion in the midst of uncertainty necessitates regarding compassion as an enactment of courage, and we incorporate insights from the organizational literature on everyday courageous action into compassion theory. We conclude with a discussion of implications in which we underscore the importance of organizational support for the expression of suffering and the doing of compassion, and we also consider directions for future research