Empathy Is The Skill Of The Future, Google Says

EMPATHY is now a major skill needed in growing an innovation mindset in an organization as it helps business leaders come up with better solutions, Google LLC’s Chief Innovation Evangelist Frederik G. Pferdt said.

“Empathy is the skill of the future, and practicing empathy every day as a business leader, for example, helps you understand what your employees need and what your immediate team actually needs right now, So, putting yourself into their situation, to really understand how they really think and feel, helps you come up with better solutions for your employees,” Mr. Pferdt said at a virtual forum on Jan. 29.

He noted that innovation is now in great demand due to the pandemic crisis.

“In the past, everyone wanted to innovate. Now, everyone needs to innovate. This pandemic allows everyone to do things differently and has been a key innovation accelerator for companies and individuals who are trying to not only survive the crisis, but finally move forward again,” he said.

Hence, business leaders should help their teams develop an innovation mindset, he said. Aside from practicing empathy, it is important that business leaders are able to reframe challenges into opportunities, Mr. Pferdt noted.

“Reimagine tomorrow, today. How can or should tomorrow be different? What could a better world look like? Mindset matters!” he said. “Small and big experiments lead to learning how the future could work,” he added.

He also said the power of rituals can be used in organizations to build a “sense of belonging and cohesion in times of distance.”“Leaders need to identify values, craft powerful rituals, and foster a future-ready culture that’s prepared for the new normal. After all, you need trust and collaboration to establish a culture of innovation.”

Adobe’s 2021 Digital Trends Report, an annual survey that charts the evolution of marketing, advertising, e-commerce, creative and technology professionals, also identified empathy as the driver of experience.

“Empathy is an under-utilized differentiator that is accessible to all by combining their depth of customer and product knowledge and then demonstrating it at critical stages in the experience,” the report said.

“Understanding how people feel is an essential, but often an overlooked part of the experience. Analyzing and anticipating their reactions at decision points and during moments of friction will make the process work better for both sides,” it explained.

By Arjay L. Balinbin, Senior Reporter

Source: Empathy is the skill of the future, Google says | BusinessWorld

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Technology is radically transforming the world of work. But despite AI’s rapid advancements, robots will never be able to do everything humans can. Saadia Zahidi explains how creativity and empathy will be more important in the future, as jobs grow in professions such as caregiving and teaching. But for workers to keep with change, reskilling, upskilling and retraining is essential. Here’s what you need to know about the skills you’ll need to stay ahead.
The World Economic Forum is the International Organization for Public-Private Cooperation. The Forum engages the foremost political, business, cultural and other leaders of society to shape global, regional and industry agendas. We believe that progress happens by bringing together people from all walks of life who have the drive and the influence to make positive change. World Economic Forum Website ► http://www.weforum.org/ Facebook ► https://www.facebook.com/worldeconomi… YouTube ► https://www.youtube.com/wef Instagram ► https://www.instagram.com/worldeconom… Twitter ► https://twitter.com/wef LinkedIn ► https://www.linkedin.com/company/worl… TikTok ► https://www.tiktok.com/@worldeconomic… Flipboard ► https://flipboard.com/@WEF
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5 Concrete Ways To Build Empathy Into Your Creative Practice

IMAGE: Three women working together on papers on a table

The concept of empathy has become ubiquitous in corporate culture—though some would argue that it’s just a trend. On a societal level, though, we’re dealing with an empathy crisis—and as creatives, the solution’s in our hands.

What is empathy?

Psychologists and empathy specialists Daniel Goleman and Paul Ekman have broken empathy down into not just one definition, but three different types.

Cognitive empathy is understanding what another human being is feeling, and potentially what they are thinking. Having cognitive empathy leads to better communication, negotiation, and motivation.

Emotional empathy is actually feeling what another person feels, whether that is joy or pain. We may feel the same whether we experience the emotion or whether we see someone else experience it. Daniel describes this as emotional contagion, which could be attributed to themirror neuron concept.

Compassionate empathy is both understanding a person’s situation and feeling for them, ultimately resulting in some kind of action.

What empathy isn’t

Empathy isn’t simply a soft skill, a fluffy feel-good term, or a tool for business. Empathy also isn’t about becoming so absorbed in a person or a situation that you let others take advantage of you.

Katherine Bell, former editor of Harvard Business Review, put it eloquently when she described her experience with empathy.

“I’ve learned that empathy isn’t about being nice or tolerant. It’s not about feeling sorry for people or giving them the benefit of the doubt. It’s an act of imagination in which you try to look at the world from the perspective of another person, a human being whose history and point of view are as complex as your own.”

Empathy in action

Empathy is an absolutely critical piece of a productive and functioning relationship. It’s the driving force of my business; I run Make a Mark, an organization bringing together altruistic creators and innovative humanitarian organizations. We hold 12-hour design and development make-a-thons benefitting local nonprofit organizations.

We learned early on that empathy is critical to the make-a-thon process, and we still take care to nurture that element of all the make-a-thons we run. Our projects are successful because of the depth of the relationships, community, and, ultimately, a strong sense of empathy beginning with the organizers.

As part of this, we work with site leaders around the globe to help craft the events. These site leaders are our eyes on the ground, working to build the perfect event for their specific community with our guidance and framework.

These two groups often have no understanding of how the other functions. Makers might talk about wireframes and vector files and hosting, while nonprofit leaders might talk about line items or tax codes or grant monitoring.

Our role is to facilitate successful brainstorming and build mutual respect—through empathy. While being empathetic leads to a more understanding, caring, and actionable society, it also leads to better results. Success comes from understanding who we work with—and for.

That is why in 12 hours, maker teams can craft something that would normally take months to create. They dig in so deeply with such open hearts and minds that the result is also always magical—often leaving nonprofits and makers in tears.

Create a better workflow

Understanding your coworkers is a key function of empathy in the workplace. In the US, we spend roughly 1/3 of our adult life at work—meaning we spend more of our waking hours with our coworkers than our family members.

While this is a trend that I certainly hope changes, with more remote companies like InVision and the opportunity to start our own initiatives, this means that finding ways to collaborate effectively and positively with our coworkers is key to our success and our happiness.

Being able to deeply relate to your clients is an essential element of empathy. In our relationships with nonprofits, we understand that their working lives are very different than our lives, or the lives of a designer in New York or developer in San Francisco; nonprofit employees often spend their days underpaid, under-resourced, and scrutinized by grant monitors, all while attempting to serve their populations.

While we are the experts on design and development for these organizations, these individuals are also experts in their fields—and we have a lot that we can learn from them. In 2016, at our second make-a-thon in Virginia, we were meeting with an organization providing temporary housing to the homeless during the cold winter months.

They applied for the make-a-thon needing a new website, and when we met with them and their maker team we were prepared to craft a sleek, feature-rich website. It became clear, however, after a few minutes of talking to their representative, that the real need was getting the information about the shelter to those experiencing homelessness—most of whom don’t have computers. But they do have smartphones.

We immediately scrapped the idea of a stylish and robust website and decided to focus on something hyper-simple and incredibly mobile-friendly. If we hadn’t paused to understand what the person experiencing homelessness was feeling and thinking (cognitive empathy), felt the struggle of that individual to find a place to stay (emotional empathy), and re-thought our whole approach to creating their website (compassionate empathy), then we wouldn’t have brought a useful, relevant solution for the nonprofit and their population in dire need.

Building empathy

So how do we actively build empathy? Is there any way to actually increase our empathy, especially in our work? Absolutely!

Ask questions

Too often we assume that we know the answer to questions from past experiences; that we know what a person is like and how they will act. Alternatively, we may view someone as so different from us that there is no way that we could collaborate or reach a common ground.

By asking questions, we challenge existing notions and increase our cognitive empathy. A few examples: How does this situation make you feel? What is the outcome you are hoping for? Can you explain your perspective to help me understand?

Of course, it isn’t just about the question that you ask; it’s also about the way that you ask it. Make sure that you approach the other calmly and openly so they don’t feel attacked or criticized. Asking questions is easy, but listening can be hard—because we regularly listen for the answers we want to hear.

Listening requires both your eyes and your ears. You can learn a lot from someone’s body language. Are they tense? Why are they tense? Is it because this topic is uncomfortable to them? If so, why? This leads to additional questions.

By listening, asking questions, and listening some more, we’re able to extend our cognitive empathy.

Consider outside factors (and leave your ego at the door)

Listening with both senses gives us insight into who people are—and why they are that way.

Maybe a coworker walks into the office in the morning and ignores your hello. This doesn’t mean that you are the cause of their frustration, even if you are the recipient of it.

I recall a time in a past job that a coworker that I worked closely with was consistently sending terse emails to me about materials that she was waiting for. These emails came frequently and often for no reason, straining our relationship. I dismissed this coworker as hostile and limited interactions with her, leading to poor collaborations and sub-par results.

I eventually spoke to another coworker about the situation and was informed that she was working to maintain her composure while her father was struggling with a chronic illness.

This opened my eyes to the vast situations that we all experience and improved my emotional empathy. I asked myself how I would maintain my positive attitude and interactions with coworkers while someone I loved deeply was struggling physically? How would I want my coworkers to treat me?

Allow time for reflection

Reflection is something that I personally value immensely. Anytime I am part of a meeting that I am not leading myself, I am radio silent. Ok, maybe not radio silent, but I like to listen and take in the information, digest it and return with my perspective.

Not everyone works like this, and not everyone should; if they did, meetings would be a bunch of people sitting around a table staring at each other. This reflection period, however, has its place—and certainly a role in building empathy.

We take in a lot of information every day, navigating complicated personal and professional relationships with coworkers and clients. With all that thinking, we need to spend some time reflecting—to better understand, navigate, and nurture those relationships.

Take action

With some thoughtfulness and a lot of care, empathy can be yours. This doesn’t mean you need to do something right at this moment, but keep in mind the outside forces, the internal struggles, and the predispositions of those you’re working with. Ask questions, listen, and reflect. Then, do what you believe is right—for your company, for your work, for others and for yourself.

Want to learn more about empathy?

Sarah Obenauer

 

By: Sarah Obenauer

Sarah Obenauer is the Founder & Director of Make a Mark, an organization created to provide resources and foster an environment where community organizations and visual communicators can engage with one another to better our world.Make a Mark’s flagship event is a 12-hour design and development marathon benefiting humanitarian causes.

Source: 5 concrete ways to build empathy into your creative practice | Inside Design Blog

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Empathy is a cornerstone for successful relationships, but it is a quality that has to be intentional. Most people like to feel understood, but the mark of maturity is in knowing how to demonstrate understanding. In the end, the understanding you wish to receive becomes more likely. Dr. Les Carter shares a story, then 9 essential adjustments that will help you become a more empathetic person.
Dr. Les Carter is a best selling author and therapist who lives in Dallas, TX. Over the past 39 years he has conducted 60,000 counseling sessions and many workshops and seminars. Books by Dr. Carter: https://store.bookbaby.com/book/When-… https://www.amazon.com/When-Pleasing-… https://www.amazon.com/Anger-Trap-You… https://www.amazon.com/Enough-About-Y… While Dr. Carter does not conduct online counseling, he has vetted a group who can assist you: https://betterhelp.com/drcarter (sponsored) Dr. Carter’s online workshops on narcissism, anger management, and overcoming infidelity: http://drlescarter.com/video-workshops/
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Empathy & Perspective Taking: How Social Skills Are Built

Understanding what other people want, how they feel, and how they see the world is becoming increasingly important in our complex, globalized society. Social skills enable us to make friends and create a network of people who support us. But not everyone finds it easy to interact with other people. One of the main reasons is that two of the most important social skills — empathy, i.e. being able to empathize with the other person’s emotions, and the ability to take a perspective, i.e. being able to gain an information by adopting another person’s point of view — are developed to different degrees.

Researchers have long been trying to find out what helps one to understand others. The more you know about these two social skills, the better you can help people to form social relationships. However, it still not exactly clear what empathy and perspective taking are (the latter is also known as “theory of mind”).

Being able to read a person’s emotions through their eyes, understand a funny story, or interpret the action of another person — in everyday life there are always social situations that require these two important abilities. However, they each require a combination of different individual subordinate skills. If it is necessary to interpret looks and facial expressions in one situation, in another it may be necessary to think along with the cultural background of the narrator or to know his or her current needs.

To date, countless studies have been conducted that examine empathy and perspective taking as a whole. However, it has not yet been clarified what constitutes the core of both competencies and where in the brain their bases lie. Philipp Kanske, former MPI CBS research group leader and currently professor at the TU Dresden, together with Matthias Schurz from the Donders Institute in Nijmegen, Netherlands, and an international team of researchers, have now developed a comprehensive explanatory model.

“Both of these abilities are processed in the brain by a ‘main network’ specialised in empathy or changing perspective, which is activated in every social situation. But, depending on the situation, it also involves additional networks,” Kanske explains, referring to the results of the study, which has just been published in the journal Psychological Bulletin. If we read the thoughts and feelings of others, for example, from their eyes, other additional regions are involved than if we deduce them from their actions or from a narrative. “The brain is thus able to react very flexibly to individual requirements.”

For empathy, a main network that can recognise acutely significant situations, for example, by processing fear, works together with additional specialised regions, for example, for face or speech recognition. When changing perspective, in turn, the regions that are also used for remembering the past or fantasising about the future, i.e., for thoughts that deal with things that cannot be observed at the moment, are active as the core network. Here too, additional brain regions are switched on in each concrete situation.

Through their analyses, the researchers have also found out that particularly complex social problems require a combination of empathy and a change of perspective. People who are particularly competent socially seem to view the other person in both ways — on the basis of feelings and on the basis of thoughts. In their judgement, they then find the right balance between the two.

“Our analysis also shows, however, that a lack of one of the two social skills can also mean that not this skill as a whole is limited. It may be that only a certain factor is affected, such as understanding facial expressions or speech melody,” adds Kanske. A single test is therefore not sufficient to certify a person’s lack of social skills. Rather, there must be a series of tests to actually assess them as having little empathy, or as being unable to take the other person’s point of view.

The scientists have investigated these relationships by means of a large-scale meta-analysis. They identified, on the one hand, commonalities in the MRI pattern of the 188 individual studies examined when the participants used empathy or perspective taking. This allowed the localisation of the core regions in the brain for each of the two social skills. However, results also indicated how the MRI patterns differed depending on the specific task and, therefore, which additional brain regions were used.


Story Source:

Materials provided by Max Planck Institute for Human Cognitive and Brain Sciences. Note: Content may be edited for style and length.


Journal Reference:

  1. Matthias Schurz, Joaquim Radua, Matthias G. Tholen, Lara Maliske, Daniel S. Margulies, Rogier B. Mars, Jerome Sallet, Philipp Kanske. Toward a hierarchical model of social cognition: A neuroimaging meta-analysis and integrative review of empathy and theory of mind.. Psychological Bulletin, 2020; DOI: 10.1037/bul0000303

Cite This Page:

Max Planck Institute for Human Cognitive and Brain Sciences. “Empathy and perspective taking: How social skills are built.” ScienceDaily. ScienceDaily, 10 November 2020. <www.sciencedaily.com/releases/2020/11/201110090427.htm>.

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