Shame Revealed

Deonna, Julien; Rodogno, Raffaele; Teroni, Fabrice

doi:10.1093/acprof:oso/9780199793532.003.0005

Cited by 21 publications

(41 citation statements)

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“…Some theorists also call shame and pride “emotions of self-assessment,” because they imply a self-evaluation by the emoting subject: whereas, in shame, I assess myself negatively, in pride, I assess myself positively (cf. Taylor, 1985 ; Tangney, 2005 ; Deonna et al, 2011 ). This is not supposed to insinuate that pride, shame and other self-conscious emotions are always products of self-reflection, of a mental process of rumination and almost solipsistic evaluation of oneself.…”

Section: Shame and Pride As Self-conscious Emotionsmentioning

confidence: 99%

Pride, Shame, and Group Identification

Salice

Sánchez

2016

Front. Psychol.

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Self-conscious emotions such as shame and pride are emotions that typically focus on the self of the person who feels them. In other words, the intentional object of these emotions is assumed to be the subject that experiences them. Many reasons speak in its favor and yet this account seems to leave a question open: how to cash out those cases in which one genuinely feels ashamed or proud of what someone else does? This paper contends that such cases do not necessarily challenge the idea that shame and pride are about the emoting subject. Rather, we claim that some of the most paradigmatic scenarios of shame and pride induced by others can be accommodated by taking seriously the consideration that, in such cases, the subject “group-identifies” with the other. This is the idea that, in feeling these forms of shame or pride, the subject is conceiving of herself as a member of the same group as the subject acting shamefully or in an admirable way. In other words, these peculiar emotive responses are elicited in the subject insofar as, and to the extent that, she is (or sees herself as being) a member of a group – the group to which those who act shamefully or admirably also belong. By looking into the way in which the notion of group identification can allow for an account of hetero-induced shame and pride, this paper attempts to achieve a sort of mutual enlightenment that brings to light not only an important and generally neglected form of self-conscious emotions, but also relevant features of group identification. In particular, it generates evidence for the idea that group identification is a psychological process that the subject does not have to carry out intentionally in the sense that it is not necessarily triggered by the subject’s conative states like desires or intentions.

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Section: Shame and Pride As Self-conscious Emotionsmentioning

confidence: 99%

Pride, Shame, and Group Identification

Salice

Sánchez

2016

Front. Psychol.

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“…For this group of practices, the external standards which led to their engagement with the SCGP team were those of the NHS 3–5 and the CQC. 8 The ‘naming and shaming’ which takes place in the NHS 10 11 is a process involving humiliation 31 and feelings of shame and anger may result, especially when there is a perceived risk of loss of public reputation and ‘standing within a given social sphere’. 32 The process of change itself, even when desired, also induces negative emotions 25 which may be explained by the Kubler-Ross Change Curve; 24 shock, anger and denial tend to be followed by acceptance and eventually more positive emotions.…”

Section: Discussionmentioning

confidence: 99%

“…8 The ‘naming and shaming’ which takes place in the NHS 10 11 is a process involving humiliation 31 and feelings of shame and anger may result, especially when there is a perceived risk of loss of public reputation and ‘standing within a given social sphere’. 32 The process of change itself, even when desired, also induces negative emotions 25 which may be explained by the Kubler-Ross Change Curve; 24 shock, anger and denial tend to be followed by acceptance and eventually more positive emotions. These negative reactions may have become focused on the SCGP team itself rather than on the need to change, which may have been the real cause of them, and they may have been responsible for the difficulty some practice staff had in engaging with the SCGP team.…”

Section: Discussionmentioning

confidence: 99%

Green shoots of recovery: a realist evaluation of a team to support change in general practice

2017

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ObjectiveA multidisciplinary support team for general practice was established in April 2014 by a local National Health Service (NHS) England management team. This work evaluates the team's effectiveness in supporting and promoting change in its first 2 years, using realist methodology.SettingPrimary care in one area of England.ParticipantsSemistructured interviews were conducted with staff from 14 practices, 3 key senior NHS England personnel and 5 members of the support team. Sampling of practice staff was purposive to include representatives from relevant professional groups.InterventionThe team worked with practices to identify areas for change, construct action plans and implement them. While there was no specified timescale for the team's work with practices, it was tailored to each.Primary and secondary outcome measuresIn realist evaluations, outcomes are contingent on mechanisms acting in contexts, and both an understanding of how an intervention leads to change in a socially constructed system and the resultant changes are outcomes.ResultsThe principal positive mechanisms leading to change were the support team's expertise and its relationships with practice staff. The ‘external view’ provided by the team via its corroborative and normalising effects was an important mechanism for increasing morale in some practice contexts. A powerful negative mechanism was related to perceptions of ‘being seen as a failing practice’ which included expressions of ‘shame’. Outcomes for practices as perceived by their staff were better communication, improvements in patients' access to appointments resulting from better clinical and managerial skill mix, and improvements in workload management.ConclusionsThe support team promoted change within practices leading to signs of the ‘green shoots of recovery’ within the time frame of the evaluation. Such interventions need to be tailored and responsive to practices' needs. The team's expertise and relationships between team members and practice staff are central to success.

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“…Eyal takes the second relation to be "more critical" than the first one. However, history abounds of unappealing shaming practices, that is, of deliberate elicitations of shame (2)(3)(4), in light of which the first connection looks as troublesome. Moreover, because these practices are usually viewed as penalties, their accommodation within the soft realm of nudges can be questioned.…”

Section: Introductionmentioning

confidence: 99%