Empathy: A Cornerstone of Organizational Effectiveness

One can make a persuasive argument that our capacity for empathy is the glue that holds our society together. Without truly appreciating and emotionally identifying with the situation of another person, a healthy and functioning society would not be possible. Recent data suggests that human beings are essentially hard-wired for empathy. Research from the Max Planck Institute for Evolutionary Anthropology has demonstrated that toddlers naturally help experimenters and share rewards with others, even in the absence of rewards for themselves. There is also very compelling evidence to suggest that empathy directly affects our own quality of life. In the June 2011 issue of the Harvard Business Review, Professor Adam Grant of the Wharton School of Business discusses research that was presented at the annual meeting of Radiologists. Researchers found that when photographs of patients were attached to their corresponding X-Rays, the technician wrote reports that were 12% longer and were 46% more accurate. What is especially powerful about the above example is that the radiologists understood that the accuracy with which they diagnose a particular case could have life or death consequences for the individual, even before they were shown the photograph. The changes in report length and accuracy with the inclusion of a photograph illustrate how we can become quite detached in our work, and end up viewing clients as statistics or abstract objects, rather than lives that we can significantly affect. As Mother Teresa once remarked: “If I look at the mass, I will never act. If I look at the one, I will.” Daniel Pink also illustrates the importance of empathy in his provocative book, A Whole New Mind. His central thesis is that right-brained abilities are the key to survival in the new economy. He highlights how the field of medicine has embraced the concept of empathy, and a large percentage of schools include this subject as part of their core curricula. As a testament to the magnitude of this shift, Jefferson Medical College has created the Jefferson Scale of Physician Empathy (JSPE). Research using this tool has uncovered that high scores on this index correlate to better patient outcomes. An even more intriguing element to this finding is that scores on the JSPE have no relationship to MCAT scores or the results obtained on medical licensing tests. As Pink points out, this research suggests that these screening tools are not significant predictors of positive medical care. Why empathy should matter to your organization Despite the above, empathy may be viewed as too “soft” a concept for the business world. It constantly amazes me to see how many individuals are adamant that emotions have limited place at the corporate table. Empathy is viewed as getting in the way of the “tough decisions” that are required for businesses to flourish. Once again, the evidence suggests that this perspective is quite limiting. In a persuasive article in the Harvard Business Review several years ago, Daniel Goleman advocates that empathy is one of the core attributes of leadership effectiveness. He argues that empathy is an integral component of building and retaining talent. For a real-life example of the importance of empathy in leadership, one only needs to refer to the groundbreaking research from the Gallup Organization, which continually shows that the number one reason people leave organizations is because of poor relationships with their supervisor. The final area in which empathy may benefit an organization relates to service to clients and customers. Not surprisingly, highly developed interpersonal skills that focus on an understanding of the perspective/emotions of other people lead to an enhanced customer experience. The emphasis on the emotionality of customer connectedness to an organization has continued to gather tremendous steam. Clearly, looking at high-profile brands like Apple, Harley Davidson, and even the most recent ads from Old Spice show how the capacity of business to relate to customers pays huge dividends. Conclusion The way in which we have lived our lives and have run our businesses has led to some incredibly challenging times. Ironically, despite the fact that we are at the highest levels of technological connectivity, we may be at our lowest levels of emotional connectivity/relatedness. However, the evidence suggests a clear path out of our current trajectory. Specifically, we can begin by thinking more about the people around us. Making human contact and establishing relationships with others should be one of our primary drivers, both personally and professionally. Taking the time and effort to see and relate to others as individuals will not only improve dynamics within the workplace, but can also facilitate better relationships with clients, patients, and customers. It will also facilitate more positive interactions, thereby creating a sense of connectivity and loyalty at all levels of your organization.

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