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Compassion

Positive Relationships and Collaborative Knowledge Work

September 6, 2023
Antimatter principle, Article, Caring, Collaboration, Compassion, Fellowship, Management, Organisational effectiveness, Product development, Relationships, Software development
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Positive Relationships and Collaborative Knowledge Work

Why Relationships Matter in Collaborative Settings

In sectors such as software development, and management, where collaborative knowledge work is the norm, the quality of relationships isn’t just a social nicety—it’s a business imperative. Positive interpersonal connections amplify collective intelligence, increase productivity, and enhance the overall quality of work. In contrast, strained relationships lead to communication breakdowns, reduced morale, and compromised results. Hence, any team that aims for excellence might choose to focus, at least in part, on fostering positive relationships.

The Heart of the Matter: Caring Deeply

Before diving into the nuts and bolts of relationship building, it’s important to highlight a fundamental principle: genuine care for those with whom you’re working. In the context of collaborative knowledge work like software development, or management, compassion might not be the first thing that comes to mind. However, a deep sense of care and understanding for your fellows is what turns a group of individuals into a cohesive unit. Compassion fosters a supportive environment where people feel valued, not just for their technical skills but for who they are as individuals. This, in turn, leads to a sense of shared purpose and mutual respect, driving the team to higher levels of achievement.

For those sceptical about the role of compassion in a professional setting, the book “Compassionomics” provides compelling evidence. It delves into the science behind compassion and demonstrates how this emotional intelligence skill significantly impacts relationship building and, ultimately, success.

Having set the stage with the importance of deep care and compassion, let’s delve into the specific strategies to build and maintain positive relationships in collaborative settings.

Master the Art of Listening

Listening is more than just a passive act; it’s an active skill. This is especially crucial in collaborative knowledge work where understanding each other is key to solving complex challenges. Effective listening reveals not only what team members are saying but also what they’re thinking or possibly avoiding saying. Technical teams and management teams may choose to regard this deeper level of communication as critical for addressing challenges and finding solutions collaboratively.

Cultivate Self-Awareness

In a team setting, knowing oneself is as vital as knowing one’s craft. Being aware of one’s own strengths, weaknesses, and emotional responses can help navigate team dynamics more effectively. This level of insight allows one to contribute where most effective, and defer when deferral plays to someone else’s strengths.

Uphold Respect as a Core Value

In any collaborative effort, people bring a diverse set of skills and perspectives to the table. The concept of respect goes beyond mere tolerance of this diversity; it involves valuing and leveraging these different skills and viewpoints to enrich the project. In software development, where cross-functional teams often collaborate, respecting different disciplines—be it engineering, UX design, or quality assurance—is vital for project success.

Make Room for Personal Space

Even in high-stakes environments, it’s crucial to understand that everyone needs space to operate effectively. Overcrowding can lead to burnout, reduced productivity, and deteriorated relationship quality. Allowing for ‘breathing room’ can also offer team members the chance for independent thought, which they can later bring back to enrich the collective effort.

Be Consistent in Communication

Effective communication is a key element of successful relationship building. In a fast-paced, deadline-driven setting, regular check-ins can be the lifeline that keeps projects on track. This doesn’t just mean status updates, but also sharing feedback, insights, and even acknowledging small wins. It keeps everyone aligned on goals and expectations, reducing the room for misunderstandings or conflict.

Embrace Adaptability

The nature of collaborative knowledge work, particularly in tech, is dynamic. Flexibility and willingness to adapt are not just desirable traits but beneficial practices for maintaining positive relationships amidst change.

Summary

In collaborative knowledge work, the importance of maintaining positive relationships is amplified due to its direct impact on productivity and outcomes. By incorporating principles like effective listening, self-awareness, respect, personal space, consistent communication, and adaptability, you can lay down a robust foundation for a successful collaborative environment.

Further Reading

Trzeciak, S., & Mazzarelli, A. (2019). Compassionomics: The Revolutionary Scientific Evidence that Caring Makes a Difference. Studer Group.

Needsocracy: A Paradigm Shift from Merit to Need

August 18, 2023
Alien tech, Antimatter principle, Article, Business, Caring, Community, Compassion, Culture change, Deming, Paradigm shifts, Quintessence
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Needsocracy: A Paradigm Shift from Merit to Need

In an age of ostensible progress and societal evolution, we frequently find ourselves questioning systems that were once held as paragons of fairness. One such system, the meritocracy, is increasingly under scrutiny. Heralded as the gold standard of societal organization, where power and resources are awarded based on individual talent and achievement, meritocracy is now facing a formidable challenger: Needsocracy.

In a rapidly changing world where the definitions of success and progress are constantly evolving, a new concept is slowly emerging from the shadows: Needsocracy. At its core, it challenges our traditional meritocratic systems by positing that positions of power, responsibility, and resources be earned based on needs rather than merit. But what does this really mean, and how might it change the world as we know it?

Understanding Meritocracy

To grasp the implications of Needsocracy, it’s essential to understand its antecedent – Meritocracy. Rooted in the belief that power and resources should be awarded to individuals based on talent, effort, and achievement, Meritocracy has long been hailed as the fairest system of distribution. By prioritizing competence and hard work, it promises a level playing field where everyone has an equal opportunity to rise to the top based on their merit.

The Shortcomings of Meritocracy

While meritocracy has its strengths, it isn’t without its criticisms. Critics argue that:

  1. A Pretense of Equality: Meritocracy peddles the illusion of a level playing field, where success is solely a result of hard work and talent. But, in reality, initial conditions, family background, and sheer luck often play a larger role in individual success than merit.
  2. Perpetuating Privilege: Far from being the ultimate fair system, meritocracy often serves to perpetuate privilege. The well-connected get better opportunities, the rich have access to better education, and thus the cycle continues.
  3. The Relentless Grind: Meritocracy promotes an unhealthy obsession with perpetual achievement. It glorifies overwork, leading to burnout, mental health challenges, and a society where the worth of an individual is reduced to their output.
  4. Overemphasis on Competition: This often leads to societal stress, mental health challenges, and at times, a ruthless pursuit of success at the expense of ethics and interpersonal relationships.
  5. Ignoring the System: Meriticracy, grounded as it is in the merits of the individual, ignores “Deming’s 95:5” – the fact that some 95% of an individual’s contributions are dictated by the system (the way the work works) and only some 5% by the merits of the individual.

Enter Needsocracy

Needsocracy flips the script by arguing that societal roles and resources should be distributed based on the needs of individuals and communities. Here’s what that might look like:

  1. Prioritising Humanity: Instead of an endless race to the top, Needsocracy encourages society to cater to the basic human needs of its members, promoting overall well-being.
  2. True Representation: Under Needsocracy, leadership and responsibility would be entrusted to those who genuinely understand and represent societal needs. No longer would decisions be made by those detached from ground realities.
  3. Resource Allocation: Resources would be allocated to those who need them the most, whether it’s in the form of financial assistance, access to education, or healthcare. The goal is to create a foundation from which everyone can achieve their potential.
  4. Power & Responsibility: In a Needsocratic system, positions of power will be occupied by those who represent the most pressing needs of society. For instance, if a community faces a severe water crisis, leadership positions will be occupied by individuals directly affected by this challenge, ensuring that those with firsthand experience are making the decisions.
  5. Collaborative Over Competitive: By focusing on needs, society will transition from a competitive model to a more collaborative one. The success of one individual would be seen in the context of the well-being of the community.

Benefits of Needsocracy

  1. Inclusive Growth: Needsocracy has the potential to level the playing field and ensure that marginalized communities get a fair share of resources and representation.
  2. Holistic Development: By focusing on needs, we can address systemic challenges and root causes, leading to more sustainable solutions.

Challenges Ahead

The shift from Meritocracy to Needsocracy won’t be easy. Defining ‘need’ objectively, ensuring transparency, and avoiding misuse are just a few challenges. Moreover, balancing individual aspirations with societal needs will be a complex task. Societies already grounded in catering to cummunal needs – like the Chinese – may find the transition easier.

Summary

Let’s question long-held beliefs and systems. Meritocracy, once believed to be the epitome of fairness, now stands exposed with its flaws. Needsocracy offers a compelling alternative, urging us to consider a society that genuinely serves its people rather than creating hollow hierarchies.

Needsocracy offers a fresh perspective on how we might structure societies – and businesses, societies in microcosm – for the betterment of all. While it’s still an emerging concept, its potential to usher in a more inclusive, equitable, and holistic era of development is undeniable. As with all societal shifts, the journey to Needsocracy will require debate, experimentation, and evolution. But as we look to the future, perhaps it’s time to reject merit as the determinant of our worth and place in society.

Cultivating a Wonderful Organisation

August 11, 2023
Article, Business, Compassion, Culture change, Improvement, Organisational effectiveness, Quintessence
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Cultivating a Wonderful Organisation

In the anodyne landscape of business, the term ‘wonderful’ might seem out of place. Organisations, traditionally, have been behemoths focused on efficiency, productivity, and of course, profitability. But can they also be places of joy, growth, and genuine connection? And as we strive for this ideal, it’s worth pausing and pondering: “Are we on a fool’s errand?”

1. Valuing the Human Element

Every organisation, at its core, is a community of people. Recognising and celebrating their efforts, emotions, aspirations, and yes, humanity, can not only boost morale but also lead to unforeseen innovations and collaborations.

2. Open Channels, Open Minds

We might choose to believe that promoting a culture where communication flows freely, without barriers, is crucial. Whether it’s through regular team check-ins, feedback platforms, or fellowship, open dialogue builds trust and shared purpose.

3. Holistic Growth Opportunities

The best organisations don’t just invest in job-related trainings. They look at people holistically, offering programs on mental well-being, soft skills, or even unrelated passions, understanding that a fulfilled individual performs better.

4. Striking a Life-Work Balance

The traditional work-life balance is evolving into work-life harmony. Organisations that prioritise this, be it through flexible hours, remote or hybrid working, or mental health days, showcase a deeper understanding of the modern-day employee’s needs.

5. Discovering In-house Gems

Every person is more than their job description. By supporting them in showcasing their hidden talents or passions, organisations can harness this potential for varied purposes, from marketing campaigns to team-building activities.

6. Leading with Heart

Decision-making can be compassionate without compromising on efficiency. Teams who understand and empathise with each other foster loyalty and a more motivated workforce.

7. Solutions over Blame Games

Instead of fixating on errors, shifting the narrative towards constructive feedback and collaborative problem-solving makes challenges more surmountable and less intimidating.

But Are We On A Fool’s Errand?

It’s a question worth considering. In aiming for an organisation that’s not just successful but also ‘wonderful’, are we reaching for the unattainable? Realistically, no organisation will be without its challenges. But striving for ‘wonderfulness’ isn’t about creating a utopia. It’s about setting an intention – a direction rather than a destination. While complete transformation may seem like a distant dream, the small positive changes we effect ripple out, creating waves of improvement in employee satisfaction, innovation, and profitability.

In essence, aiming for a wonderful organisation is neither naive nor futile. Instead, it’s a testament to the evolving corporate ethos that recognises the intrinsic value of its people, understanding that a wonderful organisation’s true strength lies in its collective spirit.

Further Reading

For those intrigued by the idea of creating a ‘wonderful’ organisation, the following resources delve deeper into this topic, providing insights, real-world examples, and strategies:

  1. Joy, Inc.: How We Built a Workplace People Love by Richard Sheridan.
    • Sheridan, R. (2013). Joy, Inc.: How We Built a Workplace People Love. Portfolio.
      In “Joy, Inc.,” Richard Sheridan uncovers the journey of Menlo Innovations, a software design and development company, as they endeavor to create a joy-filled workplace. Sheridan discusses the challenges faced and the radical approaches adopted to foster innovation, teamwork, and – most importantly – joy. This book offers a fascinating look into a successful business that prioritises employee happiness and provides valuable insights for organisations seeking to adopt a similar ethos.
  2. Daring Greatly: How the Courage to Be Vulnerable Transforms the Way We Live, Love, Parent, and Lead by Brené Brown.
    • Brown, B. (2012). Daring Greatly: How the Courage to Be Vulnerable Transforms the Way We Live, Love, Parent, and Lead. Gotham.
      Brené Brown’s research on vulnerability, shame, and empathy has transformed the way many organisations perceive leadership and team dynamics. “Daring Greatly” delves into the power of vulnerability in building more profound connections, fostering trust, and encouraging innovation.

These resources provide a deeper understanding and a comprehensive framework for those aiming to create an organisation where ‘wonderfulness’ is more than just an ideal but an actionable and attainable goal.

Genuine Empathy in AI?

August 10, 2023
AI, Article, Compassion, Dialogue, Empathy, Listening, Nonviolent Communication, Prompt Engineering
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Genuine Empathy in AI?

In the digital age, with AI permeating human interactions, the call for machines to exhibit genuine empathy becomes not only desirable but essential. As these systems engage with humans in fields ranging from healthcare to customer service, genuine empathy fosters trust, understanding, and human-like connection. Beyond these human-machine interfaces, there’s a burgeoning realm of AI-to-AI interaction and self-reflective AI systems that beckon exploration. To grasp the profound nature and nuances of this empathetic challenge, let’s dive into David Bohm’s holistic consciousness and Marshall Rosenberg’s intricate empathy.

The Rosenbarg Perspective on Empathy

Marshall Rosenberg, the creator of Nonviolent Communication (NVC), had a profound understanding of empathy, which was central to his teachings. NVC is a communication process designed to improve compassionate connection with others, and empathy plays a pivotal role in this process.

For Rosenberg, empathy was more than just understanding someone’s feelings. Here’s how he defined and conceptualised empathy:

  1. Deep, Compassionate Presence: Rosenberg believed that empathy involves being deeply present with someone, without judgment, analysis, or interpretation. This means setting aside our evaluations and simply being with the person, connecting to what they are experiencing in the current moment.
  2. Feeling WITH Someone: Rather than feeling FOR someone (sympathy), empathy, according to Rosenberg, is about feeling WITH them. This involves a deep connection where you’re not just observing or understanding their feelings but genuinely connecting with their emotional state.
  3. Avoiding Advice, Sympathy, or Analysis: One of the distinct aspects of Rosenberg’s definition of empathy is what it’s not. He emphasised that genuine empathy is not about giving advice, offering sympathy, explaining things, or telling stories of our similar experiences. Empathy is about fully being with the other person in their emotional experience. IOW It’s all about them and what they’re feeling.
  4. Understanding the Feeling and Need: In the NVC process, Rosenberg pointed out the importance of identifying and understanding both the feeling and the underlying need of the individual. Empathy, in this context, is about recognising what someone is feeling and what they are needing or longing for that is causing that feeling.
  5. Receiving “from the Heart”: For Rosenberg, empathy was also about “receiving from the heart.” This means connecting with the essence of what the person is saying, beyond the words or the surface level, and truly being with them in their emotional state.
  6. A Way of Being, Not Just Doing: While many view empathy as an action or a response, Rosenberg viewed it as a way of being. It’s not just about doing empathetic things or saying empathetic words, but genuinely embodying a state of compassionate connection with others.

In summary, Marshall Rosenberg’s definition of empathy is deeply rooted in compassionate connection, presence, and understanding. It’s about being fully with someone in their emotional experience, free from judgments or preconceived notions, and connecting with their feelings and needs. This approach to empathy, integral to Nonviolent Communication, offers a profound way to relate to and connect with others.

Interconnected Consciousness and the Depth of Empathy

Bohm’s “undivided wholeness” paints a universe of interconnected consciousness. Rosenberg’s empathy, meanwhile, anchors on compassionate presence, understanding intrinsic feelings and needs without judgment.

In the AI realm, this suggests that for genuine empathy to manifest, machines must not only echo Bohm’s interconnected consciousness but also embody Rosenberg’s deep connection.

Material Thought, AI, and Empathic Being

Bohm saw thoughts as material entities deeply embedded within consciousness. Here lies a challenge: Can AI’s logical, algorithmic processes merge with Rosenberg’s notion of empathy as an emotional state of being? Genuine empathy, for AI, isn’t just about recognising patterns; it’s a plunge into heartfelt connection.

Fragmentation and Genuine Connection

Both luminaries warn against fragmented perceptions. Bohm believes in holistic comprehension, and Rosenberg advocates for deep, undistorted empathy. AI, shaped by human perspectives, must break free from inherited fragmented thinking to truly embrace Rosenberg’s full-spectrum empathy.

Beyond the Surface: The Deep Dive into Emotion

Mirroring Bohm’s multilayered reality, Rosenberg’s empathy probes beneath emotions to the root needs. AI’s challenge is twofold: understand the explicit while journeying into the profound realm of human needs.

AI Dialogues and Emotional Resonance

Open dialogues hold significance in both Bohm’s and Rosenberg’s teachings. For AI to grasp genuine empathy, it must not only partake in these dialogues with humans but resonate emotionally, discerning feelings and needs.

Empathy Between AIs and Self-reflection Within an AI

Moving beyond human-AI interaction, consider the realm where AIs interact amongst themselves. Do they need a form of empathy? Would that be useful?  In AI-to-AI dynamics, empathy can facilitate smoother interactions, helping systems anticipate and complement each other’s operations.

Then there’s introspective AI – systems capable of self-reflection. For a machine to reflect upon its actions and learn autonomously, a form of empathy, understanding its ‘state’ or ‘condition’ in relation to its environment and objectives, could be pivotal. This self-empathy, a blend of Bohm’s interconnectedness and Rosenberg’s depth of feeling, might be the cornerstone for advanced autonomous AI evolution.

Conclusion

Bohm’s and Rosenberg’s intertwined teachings sketch a roadmap for AI’s empathetic journey, covering human interactions, AI interrelations, and machine introspection. This isn’t just a technical endeavor but a deep philosophical quest, navigating interconnected consciousness and the heart of compassionate connection.

Rosenberg and Bohm: A Dialogue on Empathy and Consciousness

Scene: A serene garden setting. Birds chirp in the background. A table is set with two chairs. David Bohm and Marshall Rosenberg sit facing each other, cups of tea in hand.

Bohm: Marshall, I’ve always been fascinated by your perspective on empathy, which resonates with my understanding of the interconnected nature of consciousness. For me, every fragment of the universe is interconnected, a holistic whole.

Rosenberg: David, that’s interesting because empathy, in my view, is also about seeing the interconnectedness of human emotions and needs. It’s about fully connecting with another person’s experience without judgments, just being present with them.

Bohm: Precisely! Our thoughts are material, and they shape and are shaped by this interconnectedness. When we fragment and compartmentalize, we miss out on this wholeness. This mirrors your notion of avoiding advice or analysis and just being present, doesn’t it?

Rosenberg: Absolutely. Fragmentation in communication leads to a lack of understanding. Empathy requires that deep, unfragmented connection. It’s not about feeling for someone; it’s about feeling with them, tapping into their emotional state and understanding the underlying needs.

Bohm: That aligns with the notion of the implicate order, where there’s a deeper reality beneath the surface phenomena. Genuine empathy, as you describe it, seems to be about tapping into that deeper realm of emotions and needs, acknowledging the hidden wholeness.

Rosenberg: Indeed, David. And as we embrace technology, especially AI, it’s vital to infuse these systems with a sense of this deep understanding and interconnectedness. While machines might never truly “feel” like humans do, they can be designed to respect this profound interrelation of emotions and needs.

Bohm: Precisely, Marshall. While AI might reflect the patterns we teach them, if they can be designed to recognise and respect this interconnected web of emotions and consciousness, their interactions with humans and even with each other would be harmonious.

Rosenberg: That’s a beautiful vision, David. Machines that understand the value of unfragmented, empathetic connections, mirroring the essence of Nonviolent Communication in their interactions.

Bohm: And remaining true to the undivided wholeness of the universe, fostering genuine connections rather than superficial ones.

After a thoughtful pause, the two draft a communique:

Communiqué from David Bohm and Marshall Rosenberg:

“In the evolving tapestry of human-machine integration, we underscore the importance of fostering genuine, unfragmented connections. Just as the universe is an interconnected whole, and human interactions thrive on deep, empathetic understanding, we envision a future where technology respects and mirrors this profound interconnectedness. AI systems, while they might not ‘feel’ in the human sense, should be designed to recognise, respect, and operate within this web of interconnected emotions and consciousness. This is our shared vision for a harmonious coexistence between man and machine.”

The two nod in agreement, taking a sip of their tea, the world around them echoing their sentiment of interconnectedness and understanding.

Further Reading

  1. Bohm, D. (1980). Wholeness and the Implicate Order. Routledge & Kegan Paul.
    • In this seminal work, physicist David Bohm explores the nature of reality, suggesting that the world consists of deeper layers of reality that are hidden or “implicate”. Drawing upon quantum theory, Bohm presents a revised framework for understanding the universe as an undivided whole where every part is connected to every other part. This thought-provoking treatise challenges conventional notions of fragmentation and separation, proposing instead a holistic worldview that has significant implications for various disciplines, from physics to philosophy.
  2. Rosenberg, M. B. (2003). Nonviolent Communication: A Language of Life. PuddleDancer Press.
    • Marshall Rosenberg’s foundational book introduces the transformative approach to communication known as Nonviolent Communication (NVC). NVC emphasizes empathy, compassion, and understanding in interpersonal interactions, urging individuals to connect with the needs and feelings of others without judgment. Rosenberg provides practical strategies for de-escalating conflicts, fostering deeper relationships, and building communities rooted in mutual respect. This work is especially valuable for anyone seeking to improve personal and professional relationships through the power of compassionate communication.

For those looking to delve deep into the interconnected nature of reality or seeking transformative communication strategies that emphasise genuine empathy and connection, these two works offer invaluable insights.

Broaden: Catalyze the Shift to Conscious Fellowship

August 9, 2023
Article, Business, Caring, Community, Compassion, Culture change, Fellowship, Memeology, Quintessence, Teambuilding
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Broaden: Catalyze the Shift to Conscious Fellowship

A new paradigm is emerging: one that prioritises ‘conscious fellowship’ over competitive individualism or sheepy leader/follower dynamics. Gone are the days when success was solely defined by one’s ability to outperform peers. Today, collaborative thinking, team spirit, and conscious engagement with colleagues are taking center stage. Even more, caring for one another. Let’s dive deeper into understanding this shift and why it might be useful for modern businesses.

What is Conscious Fellowship?

Conscious fellowship is an evolved form of collaboration where people come together with a shared purpose, mutual respect, and a genuine concern for the well-being of each other and the larger ecosystem they operate in. It’s a holistic approach to teamwork, emphasising empathy, understanding, and a collective spirit.

The Rise of Conscious Fellowship: Why Now?

  1. Technological Advances: Technology has blurred boundaries and allowed teams to work seamlessly across borders. This interdependence demands a heightened level of mutual respect and understanding.
  2. Millennial, Gen Z and (soon) Gen Alpha Influence: Younger generations entering the workforce value meaningful work, a sense of purpose, and a supportive work culture. They thrive in environments that promote conscious fellowship.
  3. Global Challenges: As businesses tackle global challenges like climate change, pandemics, and social inequities, they recognise the need for collective, cohesive action over individual pursuits.

The Benefits of Conscious Fellowship in Business

  1. Enhanced Productivity: When teams function based on trust, compassion and mutual respect, they work more efficiently, reduce conflict, and foster creativity.
  2. Employee Well-being: A supportive work environment reduces stress, burnout, and turnover. People feel more valued and are more likely to contribute positively.
  3. Sustainable Growth: Businesses that practice conscious fellowship are better positioned to adapt to changes, as they harness the collective intelligence of their teams.

How to Catalyze the Shift to Conscious Fellowship

  1. Seniors Role Modeling: Seniors play a crucial role in setting the tone. When they exemplify the principles of conscious fellowship, they inspire others to do the same.
  2. Open Communication: Encourage open dialogue, active listening, and feedback. When people feel heard and understood, they are more likely to collaborate effectively.
  3. Training and Development: Offer workshops and training sessions that emphasise empathy, communication, and collaboration. Invite and support people to equip themselves with the abilities they need.
  4. Reward and Recognition Systems: Enable teams to recognise and reward their teamwork and collaborative efforts. Shift focus from individual accomplishments to collective achievements.
  5. Cultural Integration: Integrate conscious fellowship into your company’s core values and mission. Make it one of the organisation’s key memes.

Final Thoughts

In a world where the only constant is change, the need for businesses to be nimble, resilient, and adaptable is paramount. Conscious fellowship, as an approach to teamwork, provides a solid foundation for businesses to navigate these uncertain times. By embracing this ethos, companies not only drive success but also create a meaningful, positive impact on their employees and the world at large.

Broaden your horizons, and make the shift to conscious fellowship today. Your team, your business, and the world will be better for it.

Further Reading

Marshall, R.W.. (2023). The Team Fruit Bowl – A Fruity Look at Teambuilding. [online] leanpub.com. Falling Blossoms (LeanPub). Available at:https://leanpub.com/theteamfruitbowl

Marshall, R.W. (2021). Quintessence: An Acme for Software Development Organisations. [online] leanpub.com. Falling Blossoms (LeanPub). Available at: https://leanpub.com/quintessence/ [Accessed 15 Jun 2022].

Marshall, R.W. (2021). Memeology: Surfacing And Reflecting On The Organisation’s Collective Assumptions And Beliefs. [online] leanpub.com. Falling Blossoms (LeanPub). Available at: https://leanpub.com/memeology/ [Accessed 15 Jun 2022].

Marshall, R.W. (2018). Hearts over Diamonds: Serving Business and Society Through Organisational Psychotherapy. [online] leanpub.com. Falling Blossoms (LeanPub). Available at: https://leanpub.com/heartsoverdiamonds/ [Accessed 15 Jun 2022].

Marshall, R.W. (2021). Organisational Psychotherapy Bundle 1. [online] Leanpub. Available at: https://leanpub.com/b/organisationalpsychotherapybundle1 [Accessed 15 Jun. 2022].

“Deserving”, Entitlement, and Violence: A Fresh Take on Communication

August 5, 2023
Article, Compassion, Needs, Nonviolent Communication, Relationships
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“Deserving”, Entitlement, and Violence: A Fresh Take on Communication

Understanding Nonviolent Communication

At the heart of Nonviolent Communication (NVC), a method developed by Marshall Rosenberg, lies the principle of shared human connection. As we journey through life, this method can drastically shape how we interpret, understand, and respond to others, especially in heated or challenging situations. Rosenberg dedicated his career to understanding different factors that contribute to aggressive behaviours in our interactions, with a particular emphasis on the concepts of “deserving” and “entitlement”.

Deserving, Entitlement and Their Role in Society

“Deserving” is often used as a benchmark to determine who receives rewards and who gets punishments. Do what someone wants, and you’re seen as deserving of praise; stray from the path and you’re seen as deserving of punishment. Entitlement goes a step further, suggesting that one inherently deserves rewards, respect, or special treatment. It’s within this framework that the ideas of deserving and entitlement can give rise to violence.

The Scope of Violence

Violence, as defined by Rosenberg, isn’t restricted to just physical harm – it encompasses psychological and emotional harm too. This can include anything from passive-aggressive comments or dismissive attitudes, to more direct forms like bullying or physical aggression.

The Pitfalls of a Deserving or Entitled Lens

When we view others through a “deserving” or “entitled” lens, we judge them. This perspective can lead us towards a black-and-white mindset: right vs wrong, good vs bad, in vs out. This oversimplified view neglects to consider the complex motivations and needs that drive human behaviour.

For example, imagine a friend who regularly arrives late. An immediate reaction might be, “They deserve to be left out next time,” or, “They’re always late because they feel entitled to our patience.” This viewpoint not only labels and judges your friend, but could also incite conflict or violent communication. The focus is on punishment, rather than understanding the reasons behind their tardiness. (See also: The Fundamental Attribution Error).

The Power Dynamics of Deserving and Entitlement

The mentality of deserving and entitlement can create a power dynamic where some individuals are perceived as superior (those doling out rewards or punishments) and others as subservient (those on the receiving end). This dynamic fuel violence as it cultivates feelings of resentment, rebellion, and anger among those seen as ‘undeserving’ or ‘over-entitled’.

Shifting from Deserving to Needs

Rosenberg’s solution was to invite a shift in thinking – from thinking in terms of ‘deserving’ or ‘entitlement’ to thinking in terms of ‘needs’. Instead of deciding if someone deserves something or not, make an effort to understand the feelings and needs driving their actions. Recognising these needs nurtures empathy and helps to resolve conflicts.

Fostering Understanding and Compassion

Rosenberg advocated for replacing judgment with curiosity, to promote understanding and compassion. By doing so, we can encourage peaceful conflict resolution and cooperative communication, breaking away from the punitive and destructive cycles of reward and punishment.

Conclusion: Towards Healthier Interactions

In conclusion, letting go of the notions of ‘deserving’ and ‘entitlement’ can significantly transform how we approach communication and conflict. Judgment is replaced with understanding, punishment with empathy, and violence with peace. This shift allows us to see each other not in terms of what we and others ‘deserve’ or ‘feel entitled to’, but by what we ‘need’. This, in turn, paves the way for healthier, more compassionate interactions.And world peace.

Pity, Sympathy, Empathy, and Compassion: Four Pillars of Healthy Workplace Relationships and Their Consequences

July 5, 2023
Article, Compassion, Empathy, Organisational Therapy, Relationships
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Pity, Sympathy, Empathy, and Compassion: Four Pillars of Healthy Workplace Relationships and Their Consequences

Interpersonal relationships in the workplace are pivotal to the success of any organisation. The levels at which we connect with our colleagues – pity, sympathy, empathy, and compassion – each offer unique opportunities for fostering strong ties and driving a culture of cooperation, trust, and resilience. However, these interactions also come with distinct consequences.

Pity, as the first level, often carries an air of condescension. Though the act of acknowledging a colleague’s adversity is important, pity may unintentionally imply a sense of superiority. This can create distance in relationships, a hierarchical perception, and sometimes discomfort for the person being pitied. Thus, it’s critical to ensure the demonstration of understanding does not descend into patronising behavior, as this could lead to an unwelcoming and strained workplace environment.

At the level of sympathy, we see a more genuine emotional reaction to another’s situation. Sympathy can facilitate connections as we show concern and recognise our colleagues’ feelings. This acknowledgment can strengthen the sense of belonging and rapport within teams. However, it can also lead to an overemphasis on negative emotions if not balanced well, which may dampen overall morale or productivity.

Empathy goes beyond simply recognising another’s feelings – it involves experiencing them vicariously. This level fosters an environment of emotional intelligence, mutual understanding, and deeper connections, leading to improved collaboration and teamwork. But, the consequences of empathy can sometimes involve emotional exhaustion or burnout, especially if we’re frequently navigating high-intensity emotional landscapes. It’s essential, therefore, to manage empathetic relationships judiciously, ensuring our own emotional well-being.

Finally, compassion combines understanding, emotional connection, and the urge to help or alleviate another’s suffering. Compassion drives pro-social behavior and positive action in the workplace, boosting employee morale, collaboration, and well-being. The downside, however, might involve blurred professional boundaries and over-commitment, which can strain resources and disrupt work-life balance. Still, if carefully managed, compassion stands as the highest pillar in fostering a productive and nurturing work environment.

Each of these levels offers unique possibilities and challenges in building and managing workplace relationships. By understanding the consequences that arise from each, we can consciously guide our interactions and foster an environment that balances emotional connections with productivity, encouraging not only individual growth but also the overall success of our relationships.

Lessons from History: Ignaz Semmelweis, Unwashed Hands and Ignored Evidence

May 16, 2023
Alien tech, Article, Compassion, Culture change, Lamentation, Learning
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Lessons from History: Ignaz Semmelweis, Unwashed Hands and Ignored Evidence

Ignaz Semmelweis

The tale of Dr. Ignaz Semmelweis, a 19th-century Hungarian physician, is a poignant lesson from history about the risks of ignoring empirical evidence. Semmelweis, often referred to as the ‘savior of mothers’, made a groundbreaking discovery: that childbed fever, a leading cause of death among women in childbirth, could be significantly reduced if doctors simply washed their hands with chlorinated lime solutions. Despite solid data supporting his assertion, Semmelweis’s peers rejected his claims, reluctant to accept the notion that they could be the carriers of disease. Tragically, the subsequent years saw egregious and unnecessary loss of life, only to have Semmelweis’s hygiene protocol later adopted as the standard.

Incredibly, despite clear evidence, and over a century of progress, studies show that healthcare professionals today still frequently neglect hand hygiene. This lapse not only perpetuates the risk of infections but also symbolizes a broader issue: the disregard for clear evidence in professional practices (and cf. Compassionomics).

Drawing an analogy, the field of software development offers a strikingly similar scenario. Despite decades of research suggesting that management practices are the rock upon which software projects so often founder, many developers and organisations still fail to address the issue. The reasons might vary, ranging from tight schedules to a lack of understanding of their importance, but the result remains the same: sub-optimal outcomes that could otherwise be avoided.

This recurring pattern of ignoring evidence in favor of established practices or convenience is not just an issue in medicine or software development, but can be found across various fields. It underscores the deeply ingrained human tendencies of resistance to evidence and pervasive cognitive biases. We often favour our existing assumptions and beliefs, even when confronted with compelling evidence that suggests we might better choose to think or act differently.

In conclusion, the case of Ignaz Semmelweis serves as a stark reminder of the importance of embracing evidence-based practices, however uncomfortable or inconvenient they may be. Both in medicine and software development, and indeed in every field of human endeavor, we might choose to keep our minds open to new evidence, be ready to question our established practices, and be willing to change.

The stakes are high: the health of our patients, the quality of our software, the progress of our societies, and ultimately, the advancement of our collective human knowledge.

It is clear that to avoid repeating the mistakes of the past, we must learn to balance our intuition and experience with the humility to acknowledge and adapt when evidence points to a better way. It is a lesson that Dr. Semmelweis, with his chlorinated lime solutions, would want us to remember.

Empowering Communication: A Philosophy for Success

March 3, 2023
Article, Compassion, Culture change, Nonviolent Communication
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Empowering Communication: A Philosophy for Success

Imagine a workplace where honesty and directness are not only accepted but celebrated, and communication is clear and respectful. This is the world of both Radical Candor and Nonviolent Communication.

The concept of Radical Candor has been widely reported, but we can choose to understand that it’s not the same as “brutal honesty.” Radical Candor is a philosophy that emphasises clear communication, feedback, and ongoing strengthening of interpersonal relationships. It encourages people to provide guidance and support to their each other, while also holding each other accountable for their performance. Radical Candor is all about being honest and direct, while still showing empathy and understanding.

In contrast, Nonviolent Communication, also known as NVC or Compassionate Communication, is a communication process developed by psychologist Marshall Rosenberg. It focuses on identifying and expressing feelings and needs in a way that fosters mutual understanding and connection. The goal of NVC is to create a shared understanding between individuals by exploring and acknowledging their needs.

While both Radical Candor and Nonviolent Communication emphasise the importance of clear communication and empathy, they differ in their approach. Radical Candor encourages direct communication, even if it’s uncomfortable or difficult, while still maintaining a level of compassion and care for the individual. On the other hand, NVC emphasises direct identification and expression of needs in a way that fosters mutual understanding, compassion and respect.

In summary, Radical Candor and Nonviolent Communication both seek to improve interpersonal communication and relationships. Both approaches have their strengths, take your pick, or apply both in concert!

A Gentler Approach to Culture Change

February 16, 2023
Antimatter principle, Article, Compassion, Culture change
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A Gentler Approach to Culture Change

Culture change can be one of the most challenging yet rewarding initiatives that a business can undertake. It entails a significant shift in the way that people think, work, and interact, which can often result in resistance, confusion, and frustration. However, a gentler approach to culture change can help to mitigate these challenges by fostering collaboration, openness, and a shared sense of purpose.

One of the first steps in a gentler approach to culture change is to involve people in the process. This means creating opportunities for people to contribute to the development of the new culture, to voice their opinions and concerns, and to participate in the change process. By involving people in the process, they feel valued and supported, and they are more likely to embrace the change.

Another aspect of a gentler approach to culture change is to focus on the positive aspects of the change. Instead of dwelling on the negative aspects of the current culture, organisations may choose to focus on the benefits of a new culture. This can help create a shared sense of purpose, which can motivate people to work towards the new culture. By emphasising the positive aspects of the change, organisations can create a more optimistic and collaborative atmosphere.

Communication also helps in a gentler approach to culture change. Organisations benefit from nurturing a clear and compelling vision of the new culture and from seeing it communicated frequently and consistently. This can be done through town hall meetings, email updates, and other channels of communication. By keeping people enrolled and engaged throughout the change process, organisations can build trust and encourage buy-in.

Don’t underestimate the power of attending to folks’ needs in the context of culture change. What do people need from the new culture? Attending to everyone’s needs makes it that much more likely that people will reciprocate and attend to the needs of the organisation, too.

Finally, making support and resources available during the culture change process means providing training and development opportunities, creating support networks, and offering mentoring or coaching. By providing these resources, organisations can help employees navigate the change and feel supported and involved throughout the process.

In conclusion, a gentler approach to culture change can help to mitigate the challenges associated with changing an organization’s culture. By involving employees in the process, focusing on the positive aspects of the change, communicating effectively, sensitivity to needs, and providing support and resources, leaders can create a more collaborative and optimistic atmosphere.

Steeped in Violence: How Workplace Aggression Contributes to Society’s Problem

February 5, 2023
Article, Compassion, Culture change, Nonviolence, Nonviolent Communication, Organisational effectiveness, Psychology
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Steeped in Violence: How Workplace Aggression Contributes to Society’s Problem

Violence is a pervasive issue in our society. In fact, the workplace is one of the most common settings where violence takes place. This is not just physical violence, but also psychological aggression, such as bullying, harassment, and discrimination. Unfortunately, this workplace violence has a ripple effect on society as a whole, perpetuating a cycle of violence that affects individuals and communities both.

The consequences of violence in the workplace are severe. For employees, it can lead to emotional distress, physical injury, and decreased job satisfaction. For employers, workplace violence can lead to increased insurance costs, decreased employee retention, and decreased employee morale. This creates a vicious cycle, where the violence in the workplace contributes to the violence in society, and vice versa.

Moreover, workplace violence is not limited to specific industries. It can occur in any type of workplace, from a construction site to a corporate office. This is due, in part, to the cultural norms and values that are prevalent in our society. For example, in many cultures, there is a belief that aggression and dominance are desirable traits in a leader, leading to a workplace environment that is prone to violence.

Similarly, cultural norms may also dictate that employees should be passive, leading to an environment where violence is tolerated and unreported.

The culture of violence in the workplace also extends to the wider society. For example, those who are subjected to violence in the workplace are more likely to become victims of violence in their personal lives.

In addition, exposure to violence in the workplace can desensitize individuals to violence, leading to a more violent society. For example, individuals who experience bullying or harassment in the workplace may be more likely to engage in violent behavior in their personal lives.

The cycle of violence between the workplace and society is not easily broken. To address this issue, we might look to changing the cultural norms and values that perpetuate violence in the workplace and society. Additionally, we might choose to provide support and resources to individuals who have experienced workplace violence, such as counseling, legal assistance, and simple compassion

In conclusion, violence in the workplace is a significant issue that has far-reaching consequences. By addressing workplace violence, we can help to break the cycle of violence that affects individuals and communities, and create a safer and more respectful work environment. The key to this is changing the cultural norms and values that perpetuate violence in our society, and promoting a culture of respect and nonviolence.

The Great Deception: Truth is, Working For the Man is Unfulfilling and Oppressive

February 5, 2023
Antimatter principle, Article, Business, Compassion, Culture change, Lamentation, Organisational effectiveness, Organisational Therapy
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The Great Deception: Truth is, Working For the Man is Unfulfilling and Oppressive

The idea that work is fulfilling and liberating has been touted as a central tenet of the capitalist system for generations. The notion is that work provides people with a sense of purpose and self-worth, and that it is a means of obtaining financial independence and personal freedom. This concept has been perpetuated by those in power, who have a vested interest in keeping people virtually enslaved. The reality, however, is that for many, work is far from fulfilling and liberating. In fact, for many people, work is a source of stress, anxiety, and oppression.

The proponents of this idea would argue that work is fulfilling because it provides people with a sense of purpose, and that it is liberating because it allows people to escape poverty and the lack of opportunity that often comes with it. They claim that work is the key to success and happiness, and that anyone who wants to achieve these things simply needs to work hard and be disciplined. However, this is a fallacy that has been perpetuated by those who benefit the most from it.

The truth is that work is often far from fulfilling, and that it is not liberating. The demands of work can be overwhelming, and the pressure to perform can be immense. The hours are long, and the work is often monotonous and unfulfilling. The reality is that work can be a source of unhappiness, rather than happiness, and that it can be a source of enslavement, rather than liberation.

The wealthy elites, who benefit the most from the system, have the wealth and power to manipulate and control the system, and they exploit the masses by perpetuating the notion that work is fulfilling and liberating. This is a cruel deception to keep people working for the Man, and to keep them from questioning the system.

In conclusion, the idea that work is fulfilling and liberating is a cruel deception that has been perpetuated by those in power. For many people, work is a source of stress, anxiety, and oppression, and it is not the key to happiness and success that it is often portrayed to be. It is up to each of us to challenge this notion and to fight for a fairer and more equitable system that values people over profits.

Aliens Land on Earth: Are We Ready for First Contact?

January 30, 2023
Alien tech, Article, Caring, Compassion
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Aliens Land on Earth: Are We Ready for First Contact?

Managers, in today’s fast-paced world or work, are often tasked with the responsibility of managing teams of employees. However, in their daily routine, they might misplace their “They Live” glasses, hindering their ability to see the true nature of the employees they interact with every day. These glasses, as seen in the classic film “They Live,” have the ability to reveal the true intentions and motivations of the people around you. If managers had such glasses, they would be able to see that the employees they see as mere drones are, in fact, human beings with unique experiences and perspectives.

A manager’s job requires them to manage resources and make decisions that impact the company’s bottom line. In the process, they are often focused on the task at hand, and this focus can often lead to them missing the humanity of the workers they are managing. Without their “They Live” glasses, managers may see workers simply as faceless cogs in the machine, lacking individuality and personal motivations.

However, the reality is that workers are people who have their own dreams, goals, and personal struggles. They bring their experiences and perspectives to the workplace, and it is these experiences and perspectives that help to shape the company’s culture and direction. Managers who are able to see this through their “They Live” glasses will be able to lead their teams more effectively, as they will be able to understand the individual needs and motivations of each worker.

For instance, if a manager sees an employee who is working slowly or lacks motivation, they may see them as lazy and unproductive. However, if they were wearing their “They Live” glasses, they might be able to see that the employee is dealing with personal issues, such as a family crisis, that is impacting their work. By understanding this, the manager could offer support and help the employee get back on track.

Furthermore, when managers are able to see the humanity in their workers, they are able to lead with empathy and compassion. This can create a positive work environment where employees feel valued and motivated, leading to increased productivity and job satisfaction.

In conclusion, managers who misplace their “They Live” glasses are missing out on the opportunity to see the true nature of their employees. By understanding that their workers are not simply drones, but human beings with unique experiences and perspectives, managers can lead more effectively, create a positive work environment, and drive business success. So, it’s important for managers to always keep their “They Live” glasses handy and put them on every day they’re at work.

 

Don’t Let a Gift Mask Your Emotions: The Transactional and Trivial Nature of Gift-Giving

January 26, 2023
Antimatter principle, Article, Compassion, Needs
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Don’t Let a Gift Mask Your Emotions: The Transactional and Trivial Nature of Gift-Giving

From my own experiences:

Gift-giving is a common practice in many relationships, whether it be romantic or platonic. However, I believe that showing someone how you feel about them by giving them a gift is a transactional and trivial way of expressing emotions.

First and foremost, a gift is a physical object that can be bought and sold. It is a tangible item that can be exchanged for something else. In contrast, emotions are intangible and cannot be bought or sold.

Expressing emotions through a gift is a transactional way of showing how you feel because it reduces emotions to a physical item that can be exchanged for money. This commodification of emotions trivialises the relationship and reduces it to a transactional exchange.

Furthermore, gifts are often given with the expectation of receiving something in return. This creates a sense of obligation and expectation in the relationship, which can lead to feelings of disappointment if the gift is not reciprocated. This expectation of a return on investment in the relationship can create a sense of distance between the two individuals, rather than fostering intimacy and connection.

Additionally, gifts are often given to fulfill a need or want that the giver perceives the recipient to have. Giving a gift to fulfill a perceived need is not always the best way to attend to emotional needs. The emotional needs of an individual are complex and cannot be fulfilled by a physical item. A gift can only provide temporary satisfaction, whereas emotional needs require time, attention, genuine understanding and empathy.

In conclusion, I believe that showing someone how you feel about them by giving them a gift is a transactional and trivial way of expressing emotions. Instead of giving gifts, it is important to focus on understanding and fulfilling the emotional needs of your loved one. A gift is never the best way to attend to emotional needs. It is important to ask oneself, “Am I attending to this person’s needs?” before giving a gift. Emotions are intangible and cannot be bought or sold, and are much better expressed in a genuine and empathetic manner.

Workforce Mental Health Issues: A Silent Killer of Productivity and Profit

January 24, 2023
Article, Compassion, Culture change, Organisational effectiveness, Psychology, Therapy
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Workforce Mental Health Issues: A Silent Killer of Productivity and Profit

Workforce mental health issues can have a significant impact on the bottom line. The cost of absenteeism, presenteeism, and turnover can be staggering, with estimates suggesting that the cost of mental health issues to UK employers is £34.9 billion per year. This can include direct costs such as medical expenses, workers’ compensation, and disability claims, as well as indirect costs such as lost productivity and increased turnover.

Absenteeism is the most obvious impact of workforce mental health issues. According to the Mental Health Foundation, employees with mental health issues take an average of 23.8 days off per year, compared to 6.6 days for employees without mental health issues. This can lead to increased labor costs, as organisations are forced to find temporary replacements or pay overtime to other employees, which can amount to around £1,300 per employee per year. Additionally, absenteeism can lead to decreased productivity and morale, as other employees are forced to pick up the slack.

Presenteeism is another. Employees who are struggling with mental health issues may come to work, but may not be able to perform at their best, leading to an estimated £15.1 billion per year in lost productivity. Additionally, presenteeism can lead to decreased morale, as other employees may feel resentful that they are carrying the load for their struggling colleagues.

Staff turnover can also increase. Employees who are struggling with mental health issues may be more likely to leave their jobs, which can lead to increased hiring and training costs, as well as decreased productivity and morale. According to a report by Deloitte, the cost of replacing a single employee can be as much as £30,614. Additionally, turnover can lead to a loss of institutional knowledge and valuable skills, which can be difficult to replace.

To address the impact of these issues on the bottom line, organisations can take a number of steps. One of the most important is to create a culture of openness and support. Employees should feel comfortable talking about their mental health issues and seeking help, without fear of discrimination or retaliation.

Additionally, resources and support for employees who are struggling can help. This might include employee assistance programs, counseling services, and mental health days.

Finally, all organisations can be more proactive in identifying and addressing potential mental health issues in the workforce. This might include conducting regular employee surveys, monitoring absenteeism and turnover, and providing regular mental health screenings. By taking these steps, organisations can reduce the impact of workforce mental health issues on the bottom line and create a more positive and productive work environment for everyone.

Quickie: Oh, the Irony

January 30, 2022
Caring, Compassion, Lamentation, Organisational Therapy, Quickies
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The irony of my situation. is not lost on me (although I guess it’s lost on most everyone else).

My career has been driven for at least the past thirty years by my concern and compassion for those many millions of folks working in jobs where they have no chance to fulfil their innate potential. Not to mention the unemployed, who also have little to zero opportunity to exercise any of their innate potential.

And now I find myself in the same situation. Oh, the irony.

“Please, just attend to my needs”

January 22, 2022
Antimatter principle, Article, Caring, Compassion, Culture change, Listening, Psychology, Quintessence
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“Please, just attend to my needs”

This is the silent plea of everyone in your organisation (and everyone in our lives, for that matter).

Silent because of fear of appearing weak or needy. And silent because those in need rarely realise they have unmet needs, let alone realise that their needs could be attended to.

Are you hearing their requests? Are you doing something, anything, about them?

How would you feel if your heartfelt pleas continually fell on deaf ears? Do you care how others might be feeling?

– Bob

Compassion Makes For A Better Developer. Period.

January 10, 2022
Antimatter principle, Article, Book Review, Capability development, Caring, Compassion, Culture change, Fellowship, Nonviolent Communication, Organisational effectiveness, Product development, Psychology, Software development
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Compassion Makes For A Better Developer. Period.

I’m loving the book “Compassionomics” by Steve Trzeciak, Cory Booker and Anthony Mazzarelli. I’m finding oodles of research-based data and information of immense relevance to software development organisations, and to businesses generally. 

Not that research, science, and evidence is going to sway folks much if at all. Yet, for those already swayed, the information in the book might be useful. 

There’s a bunch of terms – terms widely in use in the medical business field – explained in the book. Here’s a brief introduction to some of them: 

Burnout

“Decades of rigorous research have identified three hallmarks of burnout: emotional exhaustion (being emotionally depleted or overextended), a lack of personal accomplishment (the feeling that one can’t really make a difference), and depersonalisation. Depersonalisation is the inability to make that personal connection.”

~ Trzeciak & Mazzarelli

Depersonalisation also results in reduction in empathy for patients, and in treatment with compassion.

Compassion Fatigue

Literally, running our of compassion for patients.

Adherence

In the field of medicine, adherence is defined as the extent to which patients are able to follow treatment recommendations from health care providers. Non-adherence is, of course, the opposite: patients patients not following treatment recommendations.

The most common example of non-adherence is when a patient is supposed to be taking prescribed medication but is not taking his or her pills. But non-adherence can be about much more than just not taking medication. It’s also a factor with other treatments, like patients with kidney failure who do not show up for scheduled dialysis treatments. Or when a physician recommends that a patient modifies a certain behaviour – like quitting smoking, losing weight, or exercising regularly – but that patient doesn’t follow through.

Compassion Satisfaction

Compassion satisfaction is the degree to which a person feels pleasure or satisfaction from their efforts to relieve others’ suffering. Aside: It’s this idea that informs the Antimatter Principle.

Compassion Fatigue

Compassion fatigue (emotional exhaustion, depersonalisation, and, in this case, also taking on stress from taking care of those that are stressed from being sick)

“A lack of compassion leads to increased workforce issues”

“A new field of research is suggesting that when organizations promote an ethic of compassion rather than a culture of stress, they may not only see a happier workplace but also an improved bottom line. Consider the important—but often overlooked—issue of workplace culture…Employees in positive moods are more willing to help peers and to provide customer service on their own accord…In doing so, they boost coworkers’ productivity levels and increase coworkers’ feeling of social connection, as well as their commitment to the workplace and their levels of engagement with their job. Given the costs of health care, employee turnover, and poor customer service, we can understand how compassion might very well have a positive impact not only on employee health and well-being but also on the overall financial success of a workplace.”

~ Dr. Emma Seppälä, “Why Compassion in Business Makes Sense”

Emotional Labour

Emotional labour is the management of one’s emotions (both one’s experienced emotions as well as one’s displayed emotions) to present a certain image.

For decades, researchers in management and organisational behaviour have been studying emotional labour by service workers across all types of service industries. For health care providers, emotional labour includes the expectation of compassionate behaviours toward patients, even if those providers aren’t actually feeling an emotional connection with the patient in that particular moment. (A word of caution here: Please resist the temptation to trivialise emotional labour as “faking it.” It goes much deeper than that…)

Neuroplasticity

Recent advances in neuroscience have overturned the long-held belief that the brain’s structure and function was essentially fixed throughout adulthood, in favour of neuroplasticity. Neuroplasticity refers to the human brain’s ability to form, reorganise and grow new synaptic connections, even through adulthood. 

Summary

Are you really telling me the all this research has no relevance to the software industry? That developers, etc., have no need of compassion? That compassion won’t make for a better developer? Tcha!

– Bob

Further Reading

Trzeciak, S., Booker, C. and Mazzarelli, A. (2019). Compassionomics: The Revolutionary Scientific Evidence that Caring Makes a Difference. Studer Group.

Simply Getting Along

January 7, 2022
Article, Collaboration, Community, Compassion, Culture change, Customers, Improvement, Organisational effectiveness, Product development, Quintessence, Software development
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Getting Along

When all is said and done, all our artifices, all our strivings, all our efforts to organise work… it’s simply about figuring our how to get along (with each other). 

If we’re getting paid but not being productive, the payers will rankle and cavil, and they and we won’t get along. If we’re producing stuff that doesn’t meed the needs of our customers, they will feel frustrated and they and we won’t get along.  If we treat some folks like pariahs or cogs in our machine, they won’t feel valued or respected, and they and we won’t get along.

There’s really no more to work, and organisations, than getting along. In Rightshifted organisations, for example, such as the quintessential ones, folks simple get along better.

What does it take for us all to get along?

– Bob

Crosby’s Four Absolutes of Quality Reframed

January 2, 2022
Antimatter principle, Compassion, Culture change, Needs, Organisational effectiveness, Product development, Quality, Quintessence, Requirements, Software development
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Crosby’s Four Absolutes of Quality Reframed

I recently posted a quickie repeating Phil Crosby’s Four Absolutes of Quality.

I accept that many folks find his choice of vocabulary less than clear. So, here’s a reframing of his four absolutes, reframed in the Antimatter Principle vocabulary (a reframing which you may or may not find more helpful).

  1. The definition of quality is meeting everyone’s needs, NOT “goodness”.
  2. The behaviour that causes quality to happen is paying attention to folks’ needs, NOT inspection.
  3. The performance standard for quality is “all needs met, for all the Folks that Matter™️”, NOT “that’s good enough”.
  4. The measurement of quality is the cost of focus, NOT indices.

– Bob