The Superhero’s Guide to Compassion Superhero Guide to Compassion Slides_L...آ  2. Empathy 3. Action

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  • The Superhero’s Guide to

    Compassion

  • What is compassion?

    • Inquiry

    1. Awareness

    2. Empathy

    3. Action

  • A Supporting Cast

  • Compassion Fatigue

    Indifference to charitable appeals

    on behalf of suffering people,

    experienced as a result

    of the frequency or number

    of such appeals.

    Oxford English Dictionary

  • Compassion Fatigue

    “When your moral compass

    changes from altruism and a

    sense of hope, to one of

    blame and lack of

    compassion.” (Teater and Ludgate, 2014)

  • Compassion Fatigue

    Caregiver stress

    Compassion Stress

    Caregiver Fatigue

    Bystander Effect

    Secondary Traumatization

    Vicarious Traumatization

  • Symptoms of Compassion Fatigue

    •Psychological

    •Physical

    •Behavioral (Teater and Ludgate, 2014)

  • Compassion Fatigue VS Burnout

  • Awareness

    • An openness to the present moment, without judgement

    • Mindfulness, State of Being

    • Identify the circumstance

    • Can be cultivated through meditation

    • Observing your thoughts

  • Inquiry

    • In a non-judgmental state of awareness, learn from others

    • Ask gentle, humble questions about others’ experiences

    • The point is to gain understanding, not to judge

    • Assess our own interpretation. Is it true?

  • Interpretations that close down compassion

    • Thinking of someone as blameworthy

    • They’re responsible for their own problems, they’ll have to figure it out and deal with the consequences

    • Thinking of someone as lazy

    • They don’t deserve my concern

    • Thinking you don’t have the resources or capacity to help

    (Worline and Dutton, 2017)

  • Dysfunctional Beliefs

    • My coworkers should always respect and like me.

    • People I am trying to help should not be difficult and resistant.

    • Employees ought to be motivated to change.

    • People should reward me for my efforts.

    • People who receive my help should not criticize me.

    • Other people should see things my way. (Teater and Ludgate, 2014)

  • Confirmation Bias

    We search out things that confirm

    what we already believe.

    The only thing that changes a belief is the decision

    to change that belief.

  • Interpretations That Invite Compassion

    • Their circumstances make change difficult.

    • I wonder what additional obstacles they may be facing.

    • Other factors that I’m not aware of may have contributed to the outcome.

    • Everyone wants to feel safe and secure.

    • I can positively impact someone’s day.

  • Generous Interpretations

    • Positive Default Assumptions

    • People who are suffering are good, capable, and worthy of compassion.

    • Withhold blame

    • Imbue Worth

    • Cultivate Presence

    • Giving full attention, genuine curiosity, holding space (Worline and Dutton, 2017)

  • Empathy

    • Notice the feelings

    • What do emotions feel like in our body?

    • Invite the feelings and emotions

    • Accept feelings without judgment

    • Remember our common human experience

    • With gentle body posture and tone of voice, ask what you can do to alleviate the issue

    (Teater and Ludgate, 2014)

  • Empathy Fatigue

    Trapped in a cycle of our thoughts about a circumstance

    and the feelings those thoughts create within our body.

    Compassion is the way out.

    (Jinpa, 2015)

  • COMPASSION

    • Take action!

    • What will you do to alleviate the suffering?

    • Platinum Rule over Golden Rule

    • At the very least, don’t add to another’s suffering.

  • Your Blueprint for

    Compassion at Work

    • Find ways to be reminded that there’s always pain in the room (Awareness)

    • Learn more about common forms of suffering that occur in this group and industry (Inquiry)

    • Create reminders that people are good, capable, and worthy of compassion

    • Acknowledge people in ways that allow a simple state of presence to become an act of compassion (Empathy)

    • Have simple resources ready (Action) (Worline and Dutton, 2017)

  • Bring It Home

    • What challenges are the people you serve experiencing?

    • What kinds of negative interpretations have you heard about people in those circumstances?

    • What generous assumptions can be made about the people you serve?

    • Which set of assumptions leave us ready to learn more?

  • Compassion Competence in an Organization

    The extent to which an organization successfully and

    efficiently directs resources to address sources of suffering,

    and alleviates suffering throughout.

  • Strategic Advantages of Compassion

    Innovation

    Service Quality

    Collaboration

    Retaining Talented People

    Employee (Volunteer) & Client Engagement

    Adaptability to Change (Worline and Dutton, 2017)

  • Four Dimensions of Compassion Competence

    Speed & Time

    Scope

    Magnitude

    Customization (Worline and Dutton, 2017)

  • Building Blocks of Compassion Competence

    Social Networks

    Organizational Culture

    Roles

    Routines

    Leaders (Worline and Dutton, 2017)

  • Social Networks

    • Create networks where people can be more fully and authentically known

    • Offer multiple points of view to combat biases and limiting beliefs

    • Draw people into compassionate action

    • Match those who are suffering with a buddy who can monitor the their well-being and adjust action mindfully

    (Worline and Dutton, 2017)

  • Organizational Culture

    • Associate changes made to increase efficiency with the value of shared humanity

    • Show the cost of actions that undermine a culture of shared humanity

    • Articulate the cultural assumption of shared humanity in a way that makes sense in your organization

    • Set community goals that highlight interdependence

    • Ask people to share their experiences of compassion at work

    (Worline and Dutton, 2017)

  • Roles

    • Address compassion during recruitment and orientation with ongoing training throughout employment or volunteer service.

    • Identify blocks to compassion that might exist in current roles

    • Design roles in ways that elevate people’s sense of responsibility for others’ well-being

    • Create roles that address persistent sources of suffering

    • Include compassion in job descriptions and personal goals

    • Support and praise those who have a role in compassionate action

    (Worline and Dutton, 2017)

  • Routines

    • Create routines to address persistent sources of suffering at work

    • Institute routines for discussing errors, failures, mistakes, and near misses in ways that emphasize learning and reduce blame

    • Develop measures and data tracking that show the costs of suffering and the value of human dignity

    • Adopt routines for gathering people across multiple roles to gather varying perspectives

    (Worline and Dutton, 2017)

  • Leadership

    • Coach leaders to model compassion and related values in action.

    • Share stories of times when a lack of generous interpretations of errors caused suffering

    • Share stories of improvised compassionate action as a way to inspire future participation

    • Expand people’s view of what’s possible

    • Allocate organizational resources appropriately

    (Worline and Dutton, 2017)

  • Self-Check

    • How would I rate my organization’s current capacity for compassion?

    • What role do I play in that assessment?

    • To what extent do I model compassion at work?

    • To what extend do I advocate for compassion competence at work?

  • Your Organization’s Blueprint

    for Compassion Competence

    • Include the experts, or people with knowledge about needs and resources in organizational assessments

    • Identify what slows down the response to suffering

    • Assess the range of resources that would be helpful when someone is suffering

    • Increase the breadth and magnitude of resources generated in response to suffering

    • Create and sustain a culture of shared humanity