The Social Psychology of Organizations.

Recording of presentation introducing narrative analysis, outlining what it is, why it can be a useful approach, how to do it and where to find out more. Presentation given at methods@manchester seminar at University of Manchester on 4 March 2010.

What is Narrative Analysis

Mind, Self and Society from the Standpoint of a Social Behaviorist

basic research and clinical data in an attempt to derive a cohesive model which explains the behavioral effects of the drug. Johnson is an experimental psychologist, and his work underlies many of the chapters which suggest that lithium decreases the behavioral response to novel external stimuli. He then utilizes this foundation to propose a cognitive model for lithium's anti-manic action, its inhibition of violent impulsivity, and its prophylactic effects in recurrent depression. Previous formulations which were clinically based, such as that of Mabel Blake Cohen and her associates, stressed the primacy of depression and noted the \"manic defense\" as an attempt to ward off intolerable depression. In direct contrast, Johnson views mania as the primary disturbance in bipolar disorder. He considers depression in bipolar disease as an over-zealous homeostatic inhibitory responsf to a maniaassociated cognitive overload. Consistent with this, he believes, lit lum exerts its anti-manic effect by decreasing cognitive processing in a manner analogous to his animal studies. Johnson also suggests that lithium exerts its prophylactic effect in recurrent depressions by treating subclinical mania. These concepts are supported by the work of Johnson's associate, Kukopulos, to whom the book is dedicated. The bulk of the research which describes the cognitive disturbance in mania is complex, however, and uncomfortably open to multiple interpretations. Recognized as a preliminary effort, Johnson's formulation may help to guide further research. Although Johnson clearly traces lithium actions through a broad range of subjects, his discussion of the neurophysiological aspects of this drug is notably spotty. In particular, Johnson ignores the work of Svensson, DeMontigny, Aghajanian, and others who suggest that serotonergic systems may play an important role in the antidepressant actions of lithium. As a result, he fails to discuss one of the most important current uses of lithium: as an agent used in conjunction with antidepressant medications to increase treatment response in medication-resistant forms of depression. Lithium augmentation of antidepressant medication also challenges the formulation presented by Johnson. This formulation suggests that lithium should have no therapeutic value in patients, such as those with endogenous depression, who already \"under-process\" cognitive information. The omission of lithium augmentation in depression is clearly unfortunate in this text. Overall, this volume demonstrates the benefits of a single-authored text. It it clearly organized and readable. The bibliography is also broad and useful. In this book, Johnson primarily addresses a research audience, and his model seems designed to stimulate thought rather than to improve clinical technique. In this capacity, his book will be of most interest to behavioral psychologists. Other books, focusing purely on clinical data, may be more useful to clinicians. Nevertheless, the clear organization, the large bibliography, and the thoughtful presentation may make this text a useful addition to a clinical library as well.

The Body in Pain: The Making and Unmaking of the World.

https://cws.journals.yorku.ca/index.php/cws/article/download/14795/13847

Men and Women of the Corporation

We develop a theory to explain how individual compassion in response to human pain in organizations becomes socially coordinated through a process we call compassion organizing. The theory specifie...

Explaining Compassion Organizing

In this article, the authors explore compassion in work organizations. They discuss the prevalence and costs of pain in organizational life, and identify compassion as an important process that can occur in response to suffering. At the individual level, compassion takes place through three subprocesses: noticing another’s pain, experiencing an emotional reaction to the pain, and acting in response to the pain. The authors build on this framework to argue that organizational compassion exists when members of a system collectively notice, feel, and respond to pain experienced by members of that system. These processes become collective as features of an organization’s context legitimate them within the organization, propagate them among organizational members, and coordinate them across individuals.

Compassion in Organizational Life

Summary This paper describes two studies that explore core questions about compassion at work. Findings from a pilot survey indicate that compassion occurs with relative frequency among a wide variety of individuals, suggesting a relationship between experienced compassion, positive emotion, and affective commitment. A complementary narrative study reveals a wide range of compassion triggers and illuminates ways that work colleagues respond to suffering. The narrative analysis demonstrates that experienced compassion provides important sensemaking occasions where employees who receive, witness, or participate in the delivery of compassion reshape understandings of their co-workers, themselves, and their organizations. Together these studies map the contours of compassion at work, provide evidence of its powerful consequences, and open a horizon of new research questions. Copyright # 2008 John Wiley & Sons, Ltd.

/pdf/the-contours-and-consequences-of-compassion-at-work-3joro4pnr5.pdf

The contours and consequences of compassion at work

An employee is diagnosed with cancer or loses a family member unexpectedly. An earthquake destroys an entire section of a city, leaving hundreds dead, injured, or homeless. At time like these, managerial handbooks fail us. After all, leaders can't eliminate personal suffering, nor can they ask employees who are dealing with these crises to check their emotions at the door. But compassionate leadership can facilitate personal as well as organizational healing. Based on research the authors have conducted at the University of Michigan and the University of British Columbia's CompassionLab, this article describes what leaders can do to foster organizational compassion in times of trauma. They recount real-world examples, including a story of personal tragedy at Newsweek, natural disasters that affected Macy's and Malden Mills, and the events of September 11, 2001. During times of collective pain and confusion, compassionate leaders take some form of public action, however small, that is intended to ease people's pain and inspire others to act. By openly demonstrating their own humanity, executives can unleash a compassionate response throughout the whole company, increasing bonds among employees and attachments to the organization. The authors say compassionate leaders uniformly provide two things: a "context for meaning"--creating an environment in which people can freely express and discuss how they feel--and a "context for action"--creating an environment in which those who experience or witness pain can find ways to alleviate their own and others' suffering. A leader's competence in demonstrating and fostering compassion is vital, the authors conclude, to nourishing the very humanity that can make people--and organizations--great.

Leading in times of trauma.

We elaborate a theory of the foundations of a collective capability for compassion through a detailed analysis of everyday practices in an organizational unit. Our induced theory of compassion capability draws on the findings of an interview study to illustrate and explain how a specific set of everyday practices creates two relational conditions — high quality connections and a norm of dynamic boundary permeability — that enable employees of a collective unit to notice, feel and respond to members’ suffering. By articulating the mechanisms that connect everyday practices and a work unit’s compassion capability, we provide insight into the relational micro-foundations of a capability grounded in individual action and interaction.

Jacoba M. Lilius

Papers

Explaining Compassion Organizing

Compassion in Organizational Life

The contours and consequences of compassion at work

Leading in times of trauma.

Understanding compassion capability