(Day 4) 10th March - Empathy

 I understand that in extreme circumstances I have great empathy, I also empathise heavily with those who struggle to defend themselves such as people who maybe disabled or even animals. This reflects in my personal life as I have been a vegetarian for 7 years, vegan for 2 years and I don't use any brands which aren't cruelty free as well as not wearing leather, sueded etc. So, I know my empathy is there however I need to work on this in the work place. Understanding others abilities, situations and capabilities when it comes to team work. In the on-action reflection on my last team work, it is clear to note that I could have approached challenges differently by understanding peoples backgrounds and knowing that they might not have experience within design management. Rather than understand and teach, I overpowered and started to control. 

Empathy is described as a state of 'trying to fit in other peoples shoes' or from a sociological perspective it is the 'ability to understand somebody's opinion and feelings'. The focus of this reflection is to relate empathy into actions which can be into team work, techniques that can be adopted and applied and reference theory or authors. 

Today, the guest lecture was Dr. Emma Jefferies focusing on empathy in the work place, Emma's LinkedIn can be found at: https://www.linkedin.com/in/emmajefferies/ . 

I will focus on what is empathy? Why it can be beneficial in the work place? How to become more empathetic and when and how to balance empathy? 

Empathy is a wide subject which is often related to sympathy, however sympathy is often related to misfortune, feeling sorry for and pitty. Empathy is to understand and share feelings, which can be argued is a deeper level of connection. Empathy needs an emotional component of really gage ones feelings. Empathy is viewing from their point of view, rather than your own. Sympathy is being moved by "thoughts and feelings of another, but maintaining a emotional distance" (Borody, 2020). 


Brene Brown talks about empathy and sympathy. Already familiar with Brene's work, as an active listener to her podcast 'Unlocking Us with Brene Brown', she gives a relatable context to empathy. She says "as it turns out we cant practise compassion for others unless we can be kind to ourselves" which brought me back to my previous team project, when stressed I can overwork myself therefore struggling to think others feelings and helping them. "An empathetic person will recognise the person's struggle without minimising it" (Borody, 2020). Already, I was becoming more aware of my lack of empathy in day to day life, whilst I can understand struggles if I don't deem it as 'that bad' or I personally wouldn't be impacted by it I can minimise it. When talking to my best friend about this she said "Haha yeah, your not that empathic but you give tough love and good advice". Therefore, working on my empathy can be extremely beneficial for team work and myself, as this could mean less stress as I take time to think about others feelings which could promote effective communication. 

"Empathy is simply listening, holding space, withholding judgement, emotionally connecting and communicating that incredibly healing message of you're not alone" - Brene Brown

Psychologists Daniel Goleman and Paul Ekman recognise three components of empathy which is cognitive, emotional and compassionate. Becka Borody (2020) summarises the three components and highlighted learnings to empathise with people around can build stronger relationships and trust. 

Cognitive: "Simply knowing how the other person feels and what they might be thinking. Sometimes called perspective-talking". This component alone keeps distance, to truly connect and empathise the other two components are needed. 

Emotional: "When you feel physically along with the other person, as though their emotions were contagious". This level of empathy can extend to physical experiences, such as cringing when someone hurts themselves. Seen as looking "inwards to identify a situation where you were similar anxious about the future". Not restricted to the situation itself but the emotions resulting which are similar. 

Compassionate: "With this kind of empathy we not only understand a persons predicament and feel with them, but are spontaneously moved to help, if needed". This is a balance of both Cognitive and Emotional, acting without being overcome with emotion and feeling or going straight into problem solving. 

This article mentions how our fast-paced society doesn't promote taking time to connect with other people, however "the more we practice empathy, the more intuitive it becomes". It is important to also consider the post-pandemic world which will have lasting effects on people worldwide, as well as showing some people need physical connections and experiences. My next on-action reflection will be in context of my part time essential key worker job as a Case Manager for Universal Credit. I will use any theory and knowledge from my empathy research. 

A designer typically has the ability to empathise with various people, using the skills of collaboration and co-creation to develop products and services (DeFilippi et al, 2016). Whilst I recognise my ability to do this, and empathising with the consumer or user, my 'struggle' lies within the work / team context. Cameron, K and Seppala, E (2015) article showcases research that highlights that a positive work environment and culture translates into productivity. This article can be seen as outdated as more businesses are investing into employee wellbeing and workplace benefits, however the article points of key principles to help promote a positive work culture. As a manager, the research steps are noted as:

1. Foster social connections

2. Show empathy. A manager/boss has a huge influence on employees feelings and experience within the work place. 

3. Go out your way to help

4. Encourage people to talk to you - especially about their problems

When practising empathy, Bregman, P (2020) says the necessary response before empathy is curiosity. Showing that before you demonstrate understanding, it needs to be developed. This is done by asking questions whilst listening and learning with an open-mind. Curiosity before empathy is something that can help me become more empathetic, questions can help me understand a perspective thus meaning I can practice my own empathy. 

Borody, B (2020) followed up with an article 'Being empathetic is important. Can you learn empathy?'. Recognising how empathy can help success in career and relationships, which can be learnt for your professional and personal development. 

1. Seek out new perspectives and experiences. Interestingly, Broody, B (2020) mentions the difficulty of empathy "when you do not know enough about the other person". This correlates with curiosity before empathy as it can help give a deeper level of understanding. Being curious about others expands the ability to be empathic. 

2. Take the chance to emotionally connect with people. A connection expands past 'simply listening'. When someone is opening up, it is an opportunity to "identify with them and be vulnerable". With the use of active listening, by first being curious and then empathising with the situation, you are not trying to problem solve straight away. I am fairly comfortable with having conversations about negative emotions and situations, as someone who is very self-aware opportunities like this help increase my EQ. 

3. Acknowledge your bias. Bias can hinder the ability to empathise and can cause "false perceptions which in turn influences into actions". Once a bias has been noticed, there is an ability to become more self-aware and aware of other, creating empathy. 



An empathy map can be used a guide to help understand empathy, the questions which feel curiosity can develop a connection. Whilst knowing I need to develop and practice being empathic I do beileve balance is key. Relating back to my on-action log, yes I needed to understand their POV (point of view) and maybe ask why they aren't working or motivated but they are also accountable as part of a group. There was no appointed leader therefore accountability was shared equally to ensure the work was completed. Gorman, B (2020) states "successful leaders balance empathy and accountability. The relationship between the two is dynamic, dependent on the circumstances and individual(s) involved". A healthy balance can create a positive organisational culture with respect between employees and leadership. "A place where people know what is expected of them and are motivated to deliver it and more, where people are willing to go the extra mile to meet and exceed client expectations and where mistakes truly are lessons". 


References: 
Bregman, P (2020) Empathy Starts with Curiosity. Available at: https://hbr.org/2020/04/empathy-starts-with-curiosity [Accessed March 2021] 
Borody, B (2020) What is empathy? Learn about the 3 types of empathy. Available at: https://takecasper.com/2020/06/empathy-1/ [Accessed March 2021] 
Borody, B (2020) Being empathic is important. Can you learn empathy?. Available at: https://takecasper.com/2020/07/empathy-2/ [Accessed March 2021] 
Cameron, K and Seppala, E (2015) Proof That Positive Work Cultures Are More Productive. Available at: https://hbr.org/2015/12/proof-that-positive-work-cultures-are-more-productive [Accessed March 2021]
DeFillippi, R,. et al (2016) International Perspectives on Business Innovation and Disruption in Design. Available at: https://ebookcentral.proquest.com/lib/bcu/reader.action?docID=4697087&ppg=147 [Accessed March 2021] 
Gorman, B (2020) Finding The Dynamic Balance Between Empathy and Accountability. Available at: https://www.forbes.com/sites/forbescoachescouncil/2020/03/06/finding-the-dynamic-balance-between-empathy-and-accountability/?sh=1e22dd6b4ff6 [Accessed March 2021]

Empathy Map: https://www.textmetrics.com/wp-content/uploads/2015/05/The-Empathy-Map.png





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