Power Tool: Erick Albarracin Compassion vs. Judgment

Power Tool Assessment Compassion versus Judgment A Powerful Coaching Tool to Empower Change
Name: Erick Albarracin Date: 11-23-12 Student ID: 265786 Email: Erick.albarracin@gmail.com
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Copyright 2006 International Coach Academy Pty. Ltd. Use is governed by the Terms and Conditions at http://www.icoachacademy.com Last updated Feb 2006
Coaching & the Coaching Process Love & Tolerance Genuine Motivation Gratitude Generosity Vocalization
Noticing, Feeling and Responding Humans Suffering
Acknowledgin g Praising
Orienting New Fellows
Addressing Issues Directly Celebrating Help Offering
Touching Harmlessness Total Acceptance Facial & Postural Behaviors
Compassion
Increase / Empower Enhanced Sense of Control
Higher Sense of Meaning Higher Sense of Purpose Sense of Belongingne ss
Cultivated Growth
Improved Self-efficacy Increased Productivity Higher Sense of Competence New Discovery
Change/Shift /Reframe/ New Perspective

Decrease / Diminish
Transformatio n
Judgment
Negative Emotions Internalize d Values
Morality Personal Distress Limited Information Need for Closure
Stress Private Beliefs & Impression Management Stereotyping People Unsophisticated & Simple-minded Information
Categorical Information Arousal
Individuating Data
Coaches employ power tools to empower clients with their personal transformation to achieve change. A power tool entails the presentation and explanation of two opposite perspectives within the coaching process. The presentation and explanation of one perspective increases the clients keenness to pursue change while the second perspective decreases the clients willingness to achieve change. Examples of coaching power tools are lightness versus significance, clarity versus obscurity, trust versus doubt, commitment versus trying, action versus delay, and respect versus invalidation. However, the focus of this power tool is compassion versus judgment. Compassion has many definitions and can be applied on different contexts. Despite the context where compassion is defined and applied, compassion leads to a genuine and a sincere awareness of other peoples problems, and ultimately the act of compassion leads to address and solve other peoples suffering. For instance, compassion is conceptualized as a three steps process (Kanov et al., 2004); compassion can be applied in the workplace (Lilius et al., 2011), and within the practice of leadership (Boyatzis et al., 2006). In the coaching process, compassion capability can empower the client to shift perspectives and aim change throughout sincere compassionate acts such as acknowledging, praising, celebrating, help offering (Lilius et al., 2011); compassionate touching, facial and body language and voice tone (Goetz et al., 2010); and compassionate habits such as gratitude, generosity, harmlessness and total acceptance (Marques et al., 2010). On the other hand, judgment presents a different perspective than compassion. Even though there are different definitions and applications about judgment, judgment leads to decrease peoples desire to pursue change. Judgment is used and applied within different contexts such as social judgment (Yzerby et al., 1998); judgment and arousal, motivation and stress (Roets & Hiel, 2011); and judgment and morality (Aridag & Yuksel, 2010). In the coaching process, the use and application of judgment can discourage the clients willingness to pursue his / her personal transformation such as the use of unsophisticated and simple-minded information and peoples private beliefs and impression management (Yzerby et al., 1998); arousal, motivation and stress (Roets & Hiel, 2011); morality (Aridag & Yuksel, 2010); guilt, anger, disgust, shame, sadness and anxiety (Choe & Min, 2011). The purpose of this power tool is to uncover and emphasize the benefits of compassion capability on the coachs behaviors and the coaching process as opposite of judgment. The first section of the power tool presents and discusses the definition and application of compassion followed with a reflection section. The second section of the power tool presents and reviews the definition and application of judgment followed with a reflection section. The third section of the power tool explains the shift from judgment to compassion. The next section discusses the coaching application of compassion capability followed with a reflection section. The final section of this power tool presents a conclusion. What is Compassion? In this section, compassion is explored and defined. Even though there were found several definitions and applications of compassion, compassion genuinely enhances
humans capability to truly understand and intentionally help and service people to overcome their challenges and suffering, and ultimately increase the willingness for change. For instance, compassion is defined as a process of three steps (Kanov et al., 2004); compassion and its practice in the workplace (Lilius et al., 2011); compassion and body language (Goetz et al., 2010); compassion and leadership (Boyatzis et al., 2006); and compassion and the humans habits (Marques et al., 2010). In the following paragraphs, compassion is presented and discussed. Compassion as a Process of three Steps Compassion is associated with the process of three actions noticing, feeling and responding. In noticing, the individual attends to another persons suffering. In feeling, the individual has a genuine empathetic concern for the persons issue. In responding, the individual actually acts to help the person, who deals with an issue (Kanov et al., 2004) For example, if a colleague had a yearly bad appraisal review, a compassioned person will attend to listen and show empathetic concern for the colleague unpleasant subjective experience. In the next paragraph, a similar definition about compassion is discussed. Compassion and the Workplace Compassion is the capability to address humans suffering. In this vein, humans suffering is related to emotional and psychological pain, psychological anguish and existential torment. In addition, it appears that compassion in the organization can bring positive outcomes (Lilius et al., 2011). For instance, compassion improves the team members commitment with the workplace, helps with recovery from a painful experience and positively influences how people see their colleagues. Compassion can be applied in daily activities within the organization. Acknowledging and praising are good practices of compassion (Lilius et al., 2011). While the practice of acknowledging honors peoples strengths, praising recognizes peoples contributions in the organization. For instance, praising someone for a job well done endures the relationship between the leader and the follower and the employees commitment toward the organization. Another example is acknowledging ones strengths in the workplace. Therefore, high-quality connections can be aimed through the practice of compassion. The practice of addressing issues directly is a good practice of compassion (Lilius et al., 2011). This practice allows people to positively manage work challenges and interpersonal tensions in the workplace. In addition, this practice helps to overcome conflicts and disagreements between people. For instance, when a compassioned person approach to another person to solve a conflict within a straightforward manner, it is a good practice of compassion capability. Thus, the practice of addressing problems directly also enhances high-quality connections. Celebrating is a good practice of compassion capability (Lilius, et al., 2011). Celebrating individuals personal milestones is a good practice of compassion because it empowers healthy dynamics between fellow members in the organization. In addition, this practice permits colleagues to interact with everyone else and develop their relational and empathy skills. As an illustration, celebrating colleagues birthdays, baby showers,
wedding showers, organizing potlucks, farewells are examples of good practices of compassion capability. As a results, recognizing and celebrating peoples personal milestones in live foster healthy dynamics and compassion within the workplace. Help offering encourages the practice of compassion (Lilius et al., 2011). People recurrent activities on helping other people create a culture of compassion and healthy dynamics. In addition, another benefit of help offering is that it normalizes the compassionated act of offering help and receiving help. Good examples of help offering are monitoring other peoples potential needs, observing other colleagues workload, assisting fellows with their tasks when they are sick and monitor other situations where helps may be necessary. Consequently, the compassionated practice of help offering also empowers healthy dynamic between people and create a norm for offering help and receiving help. Orienting new fellows is a good practice of compassion capability (Lilius et al., 2011). This practice entails recurrent actions of socialization to expose members with new tasks in the workplace. Orienting is beneficial not only for the newcomer being assisted, but also for the person assisting the newcomer because it empowers the members new learning and reaffirm the support persons expertise. For instance, job rotation and training are good examples of orienting with compassion capability. Hence, orienting builds relational knowledge, social learning and enhances high quality connections. Compassion has its own signals related to patterns of touch, posture and vocalization. Compassion and Body Language As opposite to other definitions of compassion, compassion is defined as an affective experience to facilitate protection to people, which requires distinctive signals of touch, body language and voice. Touching communicates compassion because it enhances cooperative relationships and reassures emotional attachments. In addition, touching is associated with caregiving perceived within cultures (Goetz et al., 2010). For example, tactile modality can alleviate the sense of stress and can promote cooperation and mutual ultraism; love and gratitude are displayed through hand-to-forearm touches. Thus, touching is a powerful means and a signal for communication compassion to other people. Similarly, facial and postural behaviors display signals of compassion (Goetz et al., 2010). Compassionated facial expressions and postural actions can help to build a positive environment and improve peoples dynamics since they are signals of supportive behavior. In addition, compassionated facial expressions and postural behaviors can increase the feeling of sympathy toward the person who deals with suffering. Good examples of compassionated facial expressions and postural behaviors are oblique eyebrows, a fixed gaze, head movement forward, eye contact and forward leans. Hence, compassion can be communicated through facial expressions and posture behaviors. Vocalization displays compassion and other positive emotions. Positive emotions such as compassion, love and gratitude can be expressed through vocal activities. Positive vocal bursts can enhance the engagement of peoples dynamics. For example, summarizing and restating what it has being said through good listening streamlines the connection
between two individuals, empowers empathy and ultimately, it reaches the positive and the higher emotional state of compassion. Consequently, positive voice bursts communicate the sense of compassion, love and gratitude. Leadership sustainability is enhanced thorough compassion and coaching. Compassion and Leadership Leaders can experience compassion and sustainability through coaching and the coaching process (Boyatzis et al., 2006). While the leaders role of coaching other people sustains the leaders development, the process of coaching allows the leader to experience the sense of compassion. One example is when a leader helps the follower to achieve a personal or a professional dream. In this coaching process, the leader is able to experience compassion since the leader intention is to support people to reach their personal or professional aspirations. Therefore, leaders can experience the sense of compassion and sustainability through coaching people and the coaching process. Along with the same lines, compassionate leadership empowers people to achieve a meaningful and purposeful live (Grant, 2010). When leaders are compassionated with people, the effect of compassion has a positive influence on peoples self-efficacy because people become more independent and productive. Leaders use love and tolerance to interact and understand peoples wants, needs and desires. For example, when a compassionate leader acts with the sense of feeling, the leader creates a safe environment characterized with understanding, gratitude, kindness, forgiveness and compassion. Thus, compassionate leaders can increase peoples self-efficacy through love and tolerance. Compassion and Humans Habits Within a different approach to compassion, highly fulfilled people can reach personal excellence through seven compassionated habits (Marques et al., 2010). Habit one is pure motivation; people actions should be engaged to help and benefit other people without expectations and conditions. Habit two is gratitude; peoples life depends on the kindness of others, and their collaborative participation to make people living feasible. Habit three is generosity; people share their abundances with others. Habit four is harmlessness; it pertains to non-harming in terms of thought, speech and action. Finally, habit five is total acceptance; people accept themselves and other people as they are. A reflection on compassion is presented next. Reflection Based on your personal understanding about compassion, how do you define compassion? How often you practice compassion? On a scale of 1 to 10, how would you rate yourself in terms of being a compassionated person? (1 = lowest level of compassion, 10 = the highest level of compassion). How do you know you have experienced compassion? How does a non-verbal display of compassion look, sound or feel like? Have you helped a colleague to overcome a challenging task at work? If yes: o What was the situation?
o How did you help your colleague? o What was the outcome? o After you helped your colleague, did you feel complete? How often do you acknowledge, praise and celebrate your colleagues personal milestones? What are your top three compassionate behaviors? How would you learn compassionate behaviors? How would you create a compassionate culture at work and at home? What is Judgment?
In this section, judgment is explored and defined. There were found different approaches to define and apply judgment. Nevertheless, every definition and application of judgment leads to decrease the humans willingness for change. For example, judgment is defined in the context of social judgment (Yzerbyt et al., 1998); judgment and arousal, motivation and stress (Roets & Hiel, 2011); judgment and morality (Aridag & Yuksel, 2010); and utilitarian judgment and emotions (Choe & Min, 2011). In the following paragraphs, judgment is discussed and presented. Social Judgment People can make biased judgments when they are influenced by categorical information and individuating data (Yzerbyt et al., 1998). In addition, unsophisticated and simpleminded information lead people to make a prejudiced conclusion. When individuals stereotype others, they are unable to make a sound judgment. For instance, people can think that a person with a low socio-economic background is an individual with a low level of intelligence and academic performance. Therefore, the use of minimal categorical information can mislead individuals when they make social judgments about a target person. In the same vein, Peoples private beliefs and impression management can negatively influence the decision making of individuals (Yzerbyt et al., 1998). Peoples private belief is defined as the knowledge and the understanding that people have about the world. Since people have different cultural backgrounds, it is expected that peoples views are unique and subjective. For example, televisions viewers can make a quick political decision based on story of the news and their own value system. Therefore, peoples private beliefs and their impression management of the world can influence social judgment. Judgment and Arousal, Motivation and Stress Individuals judgment is impacted through arousal, motivation and stress (Roets & Hiel, 2011). When people change their emotion state, they experience the effect of arousal on their decision-making. Since arousal decreases the information processing time and the attentional capacity, individuals are more likely to make a biased judgment. As an illustration, people who often change their emotional state back and forward are more likely to be unable to carefully evaluate information. Thus, peoples arousal impacts peoples performance and ultimately it can affect the ability to make a sound judgment.
Along with this line, personal motivation can also influence peoples judgment (Roets & Hiel, 2011). Since people have the need for closure, people manage to make unworldly decisions. People inclination is to make decisions or judgments with limited information. For instance, people have the tendency to defend acquired knowledge from new knowledge or contradictory information to consolidate previous decisions. Hence, personal motivation such as the need for closure can influence peoples judgments. Stress is also a factor that impacts humans judgment (Roets & Hiel, 2011). People under stress show a low cognitive efficiency and ultimately, people are led to make wrong decisions. In addition, a high level of stress can reduce an individuals ability to process information. For instance, peoples life-event stressors such as time pressure, change in climate and weather, pollution, natural disaster, change in economic condition, health injuries and illness, frustration and emotional conflict can negatively impact on peoples judgments. Judgment and Morality People use morality to frame their judgments (Aridag & Yuksel, 2010). Morality is defined as the internalized values of people. Since people use morality to make judgments, to act and to make decisions, the quality of the social relationship between individuals is shaped by moral judgment. However, personal distress is a barrier for the development of moral judgment. For instance, when an individual deals with personal distress, the individual is unable to see other peoples point of view and ultimately, make an unsound judgment. Utilitarian Judgment and Emotions There is a relationship between utilitarian judgment and emotions. Utilitarian judgment is about safeguarding the greatest total benefit for all people affected rather than favoring a few individuals (Choe & Min, 2011); however, utilitarian judgment is influenced by peoples emotions. Since people experience emotions during the judgmental act, negative and positive emotions lead people to make different judgments. Examples of negative emotions are guilt, anger, disgust, shame, sadness, and anxiety whereas happiness, empathy, compassion and content are examples of positive emotions. As a result, when people experienced happy moods, they are more likely to avoid conflict s, and ultimately to understand others point of view. A reflection on judgment is offered in the next section. Reflection Based on your personal understanding about judgment, how would do you define judgment? On a scale of 1 to 10, how would you rate yourself in terms of being a good judger person? (1 = lowest level of judgment, 10 = the highest level of judgment). How well do you use categorical information and individuating data to make judgments? How do you know you are not using unsophisticated and simple-minded data to make judgments?
How often do you stereotype other people when you make judgments? Are your private beliefs and impression management controlling your thinking when you make judgments? How do you know that you have experienced arousal, need for closure and stress when you make judgments? Is your morality aligned with your actions when you make judgments? What is the role of your emotions when you make judgments? How would do you define biased judgments? How often you practice biased judgments? What are the conditions for biased judgments? Have you experienced anxiety, guilt, sadness, disgust, anger or shame after judging people? Shifting from Judgment to Compassion
In this section, the act of shifting from judgment to compassion is reviewed and discussed. There was found that the practice of compassion as opposite to practice of judgment can definitely boost and enhance the individuals desire for change, new learning, transformation, and the willingness to accept new perspectives. For instance, the act of shifting is discussed as a significant and lasting change (Dutton & Workman, 2011); empathy as the precursor for change (Pavlovich & Krahnke, 2012); and transformation is not an isolated act (Grant, 2010). In the next paragraphs, the act of shifting from judgment to compassion is offered. Significant and Lasting Change Heartfelt actions help people to gain a new perspective. When someone acts from the heart toward another persons vulnerability, someone can open the possibility of a significant and lasting change (Dutton & Workman, 2011). In addition, the warmness of wholehearted actions from a compassionate person creates a connection that cultivates other peoples growth and sense of belongingness. For instance, small sustaining acts can enrich the sense of community where people can build bridges between other peoples points of view that others can stand on and ultimately provoke a lasting change. Heartfelt actions can lead to meaningful and lasting transformation. Empathy as the Precursor for Change Empathy skills help people to initiate the shift from judgment to compassion. When empathetic people can walk in others shoes, empathetic people are able to suspend judgments and bias. However, at this positive emotional stage, compassion has not been achieved yet. Empathetic people must take actions to address other people suffering to achieve compassion. Thus, empathy is the precursor for compassion (Pavlovich & Krahnke, 2012). Transformation is not an Isolated Act Peoples goodwill fosters other peoples sense of control, productivity and self-efficacy (Grant, 2010). People who have been touched by a compassionate individual can experience enhanced sense of control because one acts with increased autonomy and
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more competence. Throughout this process, people also experience a higher sense of meaning, purpose and ultimately improved self-efficacy. In addition, people practice selfdiscovery, which leads to new learning and ones transformation. Thus, shifting is not an isolated act, but a process of self-discovery, new learning, increased autonomy and selfcontrol, improved self-efficacy and ultimately ones transformation. The coaching application is presented next. Coaching Application In this final section, the coaching application of compassion capability as opposite to judgment is discussed. There is no doubt that compassion capability can be applied on the coachs behaviors and on the coaching process. As an illustration, compassion can be applied on coaching process as the practice of three steps (Kanov et al., 2004); total acceptance (Marques et al., 2010); acknowledging, appraising and celebrating (Lilius et al., 2011); love and tolerance (Boyatzis et al., 2006). In the following lines, the coaching application through the lens of compassion capability is offered. 1. Noticing, Feeling and Responding The three stages of compassion capability can enhance the coachs behaviors toward the clients agenda. Using these three compassionate acts such as noticing, feeling and responding, the coach can display an enhanced genuine concern for the clients wellbeing, short-tem goals and long-term goals. In addition, a compassionate coach should be able to have superior and full understanding of the clients concerns, values since compassion capability allows individuals to go above and beyond to help people. In the same vein, compassionate behaviors empower the coach to meet and exceed the clients expectations because the compassionate coach is capable to show a genuine concern and need for serving the client. Thus, coaches with compassionate capability are able to have an enhanced desire for service and understanding of the clients agenda. 2. Total Acceptance Coaches practicing the compassion capability of total acceptance can have a whole understanding of the client as a human being. A compassionate coach should be able to demonstrate a genuine respect for the clients learning style, culture, perceptions, professional and personal background. In addition, a compassionate coach is able to suspend judgment and able to accept the client as a whole person. For instance, the compassionate coach is able to identify the clients strengths, weaknesses, and able to determine opportunities for new learning without judgment. Hence, total acceptance is a compassionate behavior that allows the coaches to overcome judgment. 3. Acknowledging, Praising and Celebrating A compassionate coach can display positive feelings and moods to support the client during the coaching process to enhance the clients transformation. A compassionate coach can genuinely acknowledge the clients small wins, progress and new behaviors and new learning. In praising, the compassionate coach can display a positive feeling to reward the client for the clients accomplishments during the coaching process. In celebrating, the compassionate coach can authentically create lightness, use humor display energy to applaud the clients success. Thus, if the coach can display positive
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compassionate feelings, the coach can boost and endure the relationship between the coach and the client. 4. Love and Tolerance Compassionate coaches can display love and tolerance to frankly support and truly understand the clients wants, needs and desires. The compassionate coach can show love in the coaching process through heartfelt actions. When the compassionate coach performs heartfelt actions, the compassionate coach opens his / her heart to genuinely help the client to learn new perspectives and ultimately change. Practicing tolerance allows the compassionate coach to demonstrate serenity and patience during the interaction with the client. Consequently, love and serenity can be applied on the coaching process to enhance the relationship between the coach and the client. Reflection How do the compassion capabilities of noticing, feeling and responding enhance your practice of coaching? How does the compassion capability of total acceptance boost your coach ability to suspend judgments? How does the compassion capability of acknowledging increase your coaching relationship with the client? How does the compassion capability of praising improve your coaching relationship with the client? How does the compassion capability of celebrating heighten your coaching relationship with the client? How does the compassion capability of positive emotions and moods augment your coaching relationship with the client? How do love and tolerance enrich the process of the clients transformation? Conclusion Compassion and judgment are two opposite perspectives. Compassion capability increases peoples desire to achieve personal transformation and change while judgment decreases peoples willingness to pursue change. This power tool can help coaches to apply compassion capability during the coaching process, and ultimately can assist the client to pursue and aim personal transformation, new learning and change. This power tool certainly presents the disadvantages of using judgment within peoples daily activities, the organization and the coaching process. It is recommended to develop new power tools on the topics of transaction versus transformation and gratitude versus blame.
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References Aridag, N., & Yuksel, A. (2010). Analysis of the relationship between moral judgment competences and empathic skills of university students. Educational Sciences: Theory & Practice, 10(2), 707-724. Retrieved from ProQuest database Boyatzis, R. E., Smith, M. L., & Blaize, N. (2006). Developing Sustainable leaders through coaching and compassion. Academy of Management Learning and Education, 5(1), 8-23. Retrieved from ProQuest database Choe, S., & Min, K. (2011). Who makes utilitarian judgments? the influence of emotions on utilitarian judgments. Judgment and Decision Making, 6(7), 580-592. Retrieved from ProQuest database Dutton, J. E., & Workman, K. M. (2011). Commentary on why compassion counts: Compassion as a generative force. Journal of Management Inquiry, 20(4), 402406. http://dx.doi.org/10.1177/1056492611421077 Goetz, J. L., Keltner, D., & Simon-Thomas, E. (2010). Compassion: An evolutionary analysis and empirical review. Psychological Bulletin, 136(3), 351-374. http://dx.doi.org/10.1037/a0018807 Grant, K. (2010). Who are the lepers in our organization?: A case for compassionate leadership. The Business Renaissance Quarterly: Enhancing the Quality of Life at Work, 3(12), 75-91. Retrieved from ProQuest database Kanov, J., Maitlis, S., & Worline, M. (2004). Compassion in organizational life. American Behavioral Scientist, 47(6), 808-827. Retrieved from ProQuest database
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Lilius, J. M., Worline, M. C., Dutton, J. E., Kanov, J. M., & Maitlis, S. (2011). Understanding compassion capability. Human Relations, 64(7), 873-899. http://dx.doi.org/10.1177/001872671036250 Marques, J., Dhiman, S., & King, R. (2010). Elevating personal excellence and the bottom line through compassion. The Business Renaissance Quarterly: Enhancing the Quality of Life at Work, 2(4), 13-20. Retrieved from ProQuest database Pavlovich, K., & Krahnke, K. (2012). Empathy, connectedness and organisation. Journal of Business Ethics, 105(4), 131-137. http://dx.doi.org/10.1007/s10551-011-0961-3 Roets, A., & Hiel, A. (2011). An integrative process approach on judgment and decision making: The impact of arousal, affect, motivation, and cognitive ability. The Psychological Record, 61(4), 497-520. Retrieved from ProQuest database Yzerbyt, V. Y., Leyens, J., & Corneille, O. (1998). Social judgeability and bogus pipeline: The role of naive theories of judgment in impression formation. Social Cognition, 16(1), 56-77. Retrieved from ProQuest database
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Power Tool: Erick Albarracin Compassion vs. Judgment

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Power Tool: Erick Albarracin Compassion vs. Judgment

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Direitos autorais:

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Power Tool Assessment Compassion versus Judgment A Powerful Coaching Tool to Empower Change

Noticing, Feeling and Responding Humans Suffering

Orienting New Fellows

Addressing Issues Directly Celebrating Help Offering

Touching Harmlessness Total Acceptance Facial & Postural Behaviors

Higher Sense of Meaning Higher Sense of Purpose Sense of Belongingne ss

Improved Self-efficacy Increased Productivity Higher Sense of Competence New Discovery

Change/Shift /Reframe/ New Perspective

Morality Personal Distress Limited Information Need for Closure

Categorical Information Arousal

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