Understanding how people experience the world is key to developing new services.
The Empathy map, based on a template developed by Osterwalder and Pigneur, in Business Model Generation, 2010, enables people commissioning and designing services to walk in the shoes of potential service users, and consider those excluded from current service provision.
You can down load an Empathy Map A2 - it can also be printed at A3 size.
Tools needed – Maps and ‘sharpie’ type pens. Can be done individually or in groups of up to six people. Time – between 30-60minutes.
CCAD President Denny Griffith has a knack for accomplishing an aggressive agenda while convincing those who make the changes it was their own idea all along.
Griffith told me his management credo boils down to building an open culture, listening and celebrating. Collected from interviews with Griffith and others, here are elements of his leadership style:
Connect: “I manage from a position of empathy,” Griffith said. “It’s a lot more like being a mayor than a CEO. You can’t always give the constituents everything you want, but you can be as transparent as possible.”
EMPATHIC ENGAGEMENT: True engagement leads to lasting connection. But it cannot be attained with reports and quant data. We help companies to gain real insight on their target consumer and open the door to true engagement. Then, our Studio team, an in-house team of designers and storytellers, brings it all to life.
For some employees, a typical day at the office might begin with a barrage of work-related questions from impatient colleagues who have been awaiting their arrival.
For others, it might start off with a series of cheerful greetings from co-workers, questions about how their family members are doing or perhaps an offer to grab a quick cup of coffee before the daily work deluge begins.
According to Wharton management professor Sigal Barsade, there is reason to believe that the latter scenario — which illustrates what she refers to as “companionate love” in the workplace — is not only more appealing, but also is vital to employee morale, teamwork and customer satisfaction.
“companionate love” in the workplace — is not only more appealing, but also is vital to employee morale, teamwork and customer satisfaction.
Part 1 – The importance of incorporating empathy into one’s management practices.
The underlying assumption of empathy-based management is that connection to other people—rather than correction—is required for professional growth and long-term motivation to occur. Therefore, during every interaction with each employee throughout each day, build on your relationships and provide the emotional support required for each person to be engaged and succeed at their jobs.
The goal is to have each employee:
1. Be productive and enjoy their accomplishments;
2. Grow both personally and professionally;
3. Be successful on the job and in life;
4. Be ethical; and
5. Become motivated to achieve self-actualization or reach one’s potential in life.
Having employees grow, mature, and reach their potential is in the best interest of the company. Competent, capable, ethical, and committed employees will make any organization successful. And these goals become possible through incorporating empathy into your organization’s management practices.
And these goals become possible through
incorporating empathy into your
organization’s management practices
George Langelett is a professor of management and economics at South Dakota State University in Brookings,
Wharton’s Sigal Barsade says demonstrating “companionate love” in the workplace is vital to employee morale, teamwork and customer satisfaction.
Already, though, the research seems to be pointing to a strong message for managers in all industries, Barsade says: tenderness, compassion, affection and caring matter at work. “Management can do something about this,” she says. “They should be thinking about the emotional culture. It starts with how they are treating their own employees when they see them.
tenderness, compassion, affection and caring matter at work.
Are they showing these kinds of emotions? And it informs what kind of policies they put into place. This is something that can definitely be very purposeful — not just something that rises organically.
The rush to secularize and commodify mindfulness into a marketable technique may be leading to an unfortunate denaturing of this ancient practice, which was intended for far more than helping executives become better focused and more productive.
Suddenly mindfulness meditation has become mainstream, making its way into schools, corporations, prisons, and government agencies including the U.S. military. Millions of people are receiving tangible benefits from their mindfulness practice: less stress, better concentration, perhaps a little more empathy. Needless to say, this is an important development to be welcomed -- but it has a shadow.
Recently I gave a seminar for the top 100 or so leaders of a global manufacturing company, at the invitation of the head of HR. It was their annual leadership development meeting...
I’ve never seen a list of a great leader’s abilities that did not include impactful communication. And that requires empathy – the third domain of emotional intelligence. There are two specific kinds of empathy; one is cognitive empathy, understanding how others think about the world. Once you know their mental models you can put what you have to say in terms that will make most sense to them.
At Start Empathy we believe everyone can master empathy. It can guide our daily thoughts, words and actions. It can alter our character. And it can also inspire and improve our work.
Last year, 60 Minutes did an interview with David Kelley, CEO and founder of IDEO, the world’s leading innovation and design firm. David Kelley took host Charlie Rose on a tour through his design thinking while entertaining stories of the Apple products on which he and colleague Steve Jobs collaborated.
What sets Kelley’s business apart and what allows IDEO to flourish is the practice of seeing design through an empathetic lens, making products intuitive and accommodating for consumers.
Empathetic people are superb at recognizing and meeting the needs of clients, customers, or subordinates.
They seem approachable, wanting to hear what people have to say. They listen carefully, picking up on what people are truly concerned about, and respond on the mark. Most of the mistakes that have been made in the world have been through a lack of empathy. If one can identify with someone else and empathize with them, the biggest mistake of repeating mistakes can be avoided. To learn from somebody you need empathy. Empathy in the broadest sense refers to the reactions of one individual to the observed experiences of another.
Tom Monahan serves as the Chief Executive Officer and Chairman of CEB.
What would you say ‘empathy’ really means for you – personally and professionally – in the course of your life?
Two things in particular: one, we’re a company that has invented a new set of business models over the past 25-30 years. Most of them are built upon working backward from our perception of a need rather than looking forward from something that we knew how to do.
So the first step is to empathize with the needs of the market, and usually if we’re doing our job right, empathize with the higher order needs of the market — asking ourselves not what product or service someone wants, but rather what ambitions do they have, and what do they want to get done?
The 29 Quality Assurance Mistakes to Avoide-book and self-assessment includes the question “Do you include the customers’ rating of agents’ empathy to their situation as part of your current quality process?” The e-book contains reflective questions designed to uncover opportunities with Quality Assurance programs within contact centers. Identifying opportunities or detecting weaknesses is a critical step on the journey to elevate your contact center to one of undeniable importance to the organization. Let’s not get too focused on finding answers in a benchmarking report.
Technology is definitely key in CfA’s work helping government become more engaging, but there’s also a secret sauce that makes it work – empathy.
These efforts to understand user needs and observe users were basically efforts to empathize with the users, or in other words to “gain empathy to who they are and what is important for them.” As Jacob Solomonputs it: “An empathetic service would ground itself in the concrete needs of concrete people. It’s not about innovation, big data, government-as-a-platform, transparency, crowd-funding, open data, or civic tech. It’s about people.”
What the team learned in this process was that the ideal experience for would be “direct, empathetic and would meet clients where they are.”
Focuses on the value and impact of empathy and related skills, particularly in health care settings. Topics will include clinician-patient communication, patient-centered care, patient activation, health behavior change and clincian-patient relationships.
"So you think you can actually teach empathy to doctors?"
This is a question I have been asked scores of times during my 30+ years as a a medical educator. And my answer is:
Every decision we make affects the way real people experience our products. We’ve all heard the rallying cry for user-centered design, but even those of us who ascribe to that ideal often fall back on our own biases and instincts when it comes to making decisions about how people experience our content and our services.
Sadly, this often means we make decisions we think will be good for our "users"—that anonymous, faceless crowd—rather than actually trying to understand the perspectives, surroundings, capabilities, and disadvantages of the actual people who we are here to serve.
In this session, Aaron Gustafson explores why empathy is a good thing, how empathy empowers creativity, and how we, as a community, can inject more empathy into our work.
Aaron Gustafson explores why empathy is a good thing, how empathy empowers creativity ===========