Seeing Organizations Differently: Three Lenses on
                    Compassion

Frost, Peter J.; Dutton, Jane E.; Maitlis, Sally; Lilius, Jacoba M.; Kanov, Jason; Worline, Monica C.

doi:10.4135/9781848608030.n31

Cited by 96 publications

(165 citation statements)

References 94 publications

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“…Waddock (2006) argues corporate scandals have resulted from self-centeredness, greed, egoism, and selfish passion instead of caring for others. As a result of the failure of trust in institutions; employees are searching for a sense of community, high quality connections (Dutton and Heaphy, 2003) and compassion at work (Frost et al, 2006). Because of the decline of local communities and social groups that establish a sense of connectedness (Conger, 1994) and the dissolution of traditional support systems such as the church and family (Leigh, 1997); workplaces have replaced them as primary sources of community for many people.…”

Section: Proposition 3: Spirituality Provides Employees a Sense Of Comentioning

confidence: 99%

“…al., 1999) There has been an invitation of researchers to consider organizations as communities that produce significant social values and outcomes for society (Walsh, Weber, and Margolis, 2003;Frost, Dutton, Mailis, Lilius, Kanov, and Worline, 2006). This perspective stresses that organizations are not just machines for producing goods but also forms of human community that foster satisfying and meaningful life experiences for individuals, families, and society (Gull and Doh, 2004).…”

Section: Proposition 3: Spirituality Provides Employees a Sense Of Comentioning

confidence: 99%

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Spirituality and Performance in Organizations: A Literature Review

2009

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Abstract:The purpose of this paper is to review spirituality at work literature and to explore how spirituality improves employees' performances and organizational effectiveness. The paper reviews about 140 papers on workplace spirituality to review their findings on how spirituality supports organizational performance. Three different perspectives are introduced on how spirituality benefits employees and supports organizational performance based on the extant literature: a) Spirituality enhances employee well-being and quality of life; b) Spirituality provides employees a sense of purpose and meaning at work; c) Spirituality provides employees a sense of interconnectedness and community. The paper introduces potential benefits and caveats of bringing spirituality into the workplace; providing recommendations and suggestions for practitioners to incorporate spirituality positively in organizations.Key words: Spirituality at work, performance, organizations, human resources, well-being, benefits, caveats, reviewPaper type: Literature review 3 A new paradigm in organizations: Spirituality movementThe purpose of this paper is to review spirituality at work literature and to explore how spirituality improves employees' performances and organizational effectiveness. The paper reviews about 140 papers on workplace spirituality to review their findings on how spirituality supports organizational performance. Three different perspectives are introduced on how spirituality benefits employees and supports organizational performance based on the extant literature. The paper also introduces four potential caveats of bringing spirituality into the workplace; and provides recommendations for practitioners to incorporate spirituality positively in organizations.A number of scholars mention a paradigm shift in organizational sciences, management theory and practice in the past two decades (Capra, 1996;Giacalone and Dafna, 2000;Harman and Hormann, 1990;Ray and Rinzler, 1993;Wheatley, 1992). It seems this paradigm shift is complex and includes multiple dimensions such as moving from a predictable outlook to chaos (Gleick, 1987), from command and control or fear-based approaches to trust and empowerment (Conger and Kanungo, 1988), from simplicity to complexity (Lewin, 1992), from transactional leadership to transformational leadership (House and Shamir, 1993), and from closed systems to complex adaptive systems (Dooley, 1997). These changes in management include a shift from an economic focus to a balance of profits, quality of life, spirituality, and social responsibility concerns (Walsh, Weber, and Margolis, 2003;DeFoore and Renesch, 1995), a shift from self-centeredness to interconnectedness (Capra, 1993), a shift from self-interest to service and stewardship (Block, 1993;Neck and Milliman, 1994), and a change from materialistic to a spiritual 4 orientation (Fox, 1994; Neal, 1997, DeFoore andRenesch, 1995).In line with this paradigm shift, we have witnessed that organizations and managers have been discovering and experimenting...

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Section: Proposition 3: Spirituality Provides Employees a Sense Of Comentioning

confidence: 99%

Section: Proposition 3: Spirituality Provides Employees a Sense Of Comentioning

confidence: 99%

Spirituality and Performance in Organizations: A Literature Review

2009

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“…The potentially limitless human need in society may lead to empathy "fatigue" or "burnout" in the organization (cf. Elliot, 2008;Frost et al, 2006). Both could lead to emotional distress among organization members and, ultimately, have a negative effect on the organization's emotional climate (Ashkanasy, 2003).…”

Section: Limitations and Future Directionsmentioning

confidence: 99%

A Theory of Collective Empathy in Corporate Philanthropy Decisions

Muller

Pfarrer

Little

2014

AMR

139

123

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“…There is increasing focus on positive approaches to organization in general (Fineman, 2006;Wright, 2003) and to positive organizational qualities such as compassion (Frost et al, 2006;Lawrence and Maitlis, 2012).…”

Section: Page 13mentioning

confidence: 99%

‘Oh, was that “experiential learning”?!’ Spaces, synergies and surprises with Kolb’s learning cycle

Tomkins

Ulus

2015

Management Learning

111

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We share findings from empirical research into Kolb's experiential learning (EL) approach, using our reflections as teachers and data from our undergraduate management students.The EL experience emerges as a space where bodies, feelings and ideas move and develop in intimate relationship with one another. This is a space where teachers exercise authority over, and commitment to, the here-and-now, risking corporeal and intellectual exposure. We probe the concept of experience in EL, suggesting that teachers require a kind of 'experiential expertise' to draw both on embodied felt sense and on what one has done in one's own career to role-model the transformation of experience into knowledge, which is at the heart of Kolb's theory. We explore a blurring of experiential agency, and the tendency for students to appropriate the teacher's experience rather than dwell on or develop their own. For us, EL is more usefully seen as 'relationship-centred' than 'student-centred', and we contrast this relational focus with the way EL seems to have been popularised as antiinterventionist, a kind of educational 'laissez-faire'. Based on these reflections, we suggest powerful connections between phenomenology and theories of space as a way of conceptualising the complexities and richness of teaching and learning experiences. Key words:experiential learning; embodiment; phenomenology; space; feelings Page 2 THE CASE FOR EXPERIENTIAL LEARNINGIn the last few decades, experiential learning (EL) has become increasingly prevalent in management education at undergraduate, postgraduate and executive education levels (Kayes, 2002;Reynolds and Vince, 2007). Its popularity seems related to dissatisfaction with traditional information transfer approaches and a reaction against the 'banking model', where teachers make knowledge 'deposits' (Freire, 1982). Such methods are being supplemented and, in some cases, replaced by a range of more 'student-centred' approaches, one of which is EL (Kirschner et al., 2006). These encourage students to make their own sense of the content, and craft their own connections amongst the various concepts (Biggs, 1999;Säljö, 1979).We think the popularity of EL reflects something of a 'turn to experience' in a range of disciplines, including management studies (Cunliffe and Coupland, 2011;Sanders, 1982); management education (Yakhlef, 2010;Strati, 2007); phenomenological psychology (Langdridge, 2007;Smith et al., 2009); positive psychology (Csikszentmihalyi, 1990;Rathunde, 2001); and neuroscience (Gallagher and Brøsted Sørensen, 2006;Gallese, 2003). In their various ways, writers in these fields use the notion of experience as their core unit of analysis, whether subjective experience is investigated in its own right or linked to more objectively observable neurological or behavioural activity. For us, such a 'turn to experience' is beautifully crystallised in R.D. Laing's injunction to defend the 'unreal' against the 'real' (Laing, 1967): Taking experience seriously means honouring and valuing people's sub...

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Seeing Organizations Differently: Three Lenses on Compassion

Cited by 96 publications

References 94 publications

Spirituality and Performance in Organizations: A Literature Review

Spirituality and Performance in Organizations: A Literature Review

A Theory of Collective Empathy in Corporate Philanthropy Decisions

‘Oh, was that “experiential learning”?!’ Spaces, synergies and surprises with Kolb’s learning cycle

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