學門類別
哈佛
- General Management
- Marketing
- Entrepreneurship
- International Business
- Accounting
- Finance
- Operations Management
- Strategy
- Human Resource Management
- Social Enterprise
- Business Ethics
- Organizational Behavior
- Information Technology
- Negotiation
- Business & Government Relations
- Service Management
- Sales
- Economics
- Teaching & the Case Method
最新個案
- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
- Quality shareholders versus transient investors: The alarming case of product recalls
- The Health Equity Accelerator at Boston Medical Center
- Monosha Biotech: Growth Challenges of a Social Enterprise Brand
- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
- Board Director Dilemmas: The Tradeoffs of Board Selection
- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
The Limits of Empathy
內容大綱
Empathy is all the rage pretty much everywhere. It's touted as a critical leadership skill, one that helps you influence others in your organization, anticipate stakeholders' concerns, respond to social media followers, and even run better meetings. But it has its limits. Empathy taxes us mentally and emotionally, and can even impair our ethical judgment. It's also a finite resource: The more we spend on one person or group, the less we have left for others. Expecting employees to continually drain their reserves can impair individual and organizational performance. Managers can prevent the ill effects of empathy and promote the good by using a few simple strategies. First, have people focus on certain sets of stakeholders, rather than asking them to understand and empathize with anyone and everyone. Second, help them meet others' needs in ways that also address their own so that they don't end up feeling depleted by every interaction. And third, give them empathy breaks, where they focus strictly on their own personal needs, to allow them to replenish their reserves.