Martin, D - BizCompassion-Final

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BUSINESS AND COMPASSION:CLEARMENTOR

APRIL 30TH, 2013

STANFORD UNIVERSITY, CALIFORNIA

DANIEL E. MARTIN, PH.D.

ASSOCIATE PROFESSOR OF MANAGEMENT

CALIFORNIA STATE UNIVERSITY, EAST BAY

COLLEGE OF BUSINESS AND ECONOMICS

VISITING ASSOCIATE PROFESSOR

CENTER FOR COMPASSION

AND ALTRUISM RESEARCH AND EDUCATION

SCHOOL OF MEDICINE, STANFORD UNIVERSITY


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STUDENTS: CHOICE AND VOCATION

When we think of business students, we need to consider where theyare coming from-

High levels of preference for hierarchy in society (social dominance

orientation-SDO) seems to be related to:

Sexism

Racism

Political-economic conservatism

Individuals who rate high on SDO typically "become members ofinstitutions and choose roles that maintain or increase socialinequality" (business and law) and take "hierarchy enhancing" roles inorganizations.


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CORPORATE SOCIAL RESPONSIBILITY

These preferences play out in decision making in corporate social

responsibility (CSR) and compassion expressed in CSR policies.

We've established links between higher levels of SDO in working

adults and negative adherence to a wide range of CSR dimensions.

1. Ecological policy

2. Government regulation of business

3. Philanthropy

4. Obligation to public

5. Positive relation to materialistic greed

All of which could lead to disparate outcomes in our business, social

and ecological environment.


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HEALTH AND WELL-BEING

Interestingly, we have also established significant links between high

levels of SDO and:

1. Low levels of compassion for others

2. Increased levels of fear of compassion For others

From others

For oneself

3. Higher levels of:

Depression

Anxiety

Stress

Interestingly, all of the above are significantly partially mediated by

adherence to Free Market Ideology.


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COMPASSION AND HUMAN RESOURCES

Organizations manifest recognition of historical or continued suffering

in law:

1963 Equal Pay Act,

Title VI of the 1964 Civil Rights Act,

Americans with Disability Act of 1990

Or Employer offered benefits

Compassion fund

Employee Assistance Program

Organizations cant consider compassion in pre-employment

selection, as equal opportunity must be strictly (and rightfully)

enforced.

Understandably, one might ask how an organization can better serve

all of its stakeholders (candidates, community, labor pool) withcompassion in mind.


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COMPASSION AND HAPPY ORGANIZATIONS

We see compassion at work daily, whether through (1) emotional support, (2)

providing time and flexibility, or (3) giving material support, but it is not made

salient.

Compassion can positively engender cooperation in organizations via:

Trust

Positive emotions

Increasing the quality of interpersonal connections

Facilitating an understanding of shared values

Development of interpersonal skills (e.g. active listening. emotionalawareness and conflict resolution)

Reduction of stress

Mentoring can facilitate compassion in an environment that is lacking it!


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MENTORING OUTCOMES

Protgs have more job:

Satisfaction

Career mobility/opportunity

Recognition

Higher promotion rate then non-mentored

Mentors have:

Greater career satisfaction

Greater sense of fulfillment

A new understanding junior employee/new technologyImportantly, recent reviews of helping behaviors (which bi-lateral mentoring is) suggest

benefits:

Lowered levels of depression

Experiencing greater personal happiness

Life satisfaction

Self-esteem 2010-2013


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MEASURING IMPACT

Value for organizations (remember this is a sheep in wolves clothes)-

Easy tool to reach all constituents

Measures impact of the relationship, enabling metrics to show utility of the intervention:

Jobs

Internship

Financial returns

Resume review

Realistic job previews

Corporate social responsibility

Better knowledge management

More compassionate employees, organizations, and social networks!

2010-2013


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COMPASSION RESEARCH

We are extending current use of ClearMentor to establish:

1.The impact of mentoring on compassion for both self and other for mentors

and the protgs (pre/post).

2.The impact of individual differences on mentoring across multiple roles (w/in

orgs., across graduate/undergraduate lines)

3.The likelihood of protgs carrying forward compassionate engagement as

mentors to future protgs, and

4.Providing participants with feedback to understand the relationships impact on

well-being, progression and productivity.

5.Introduction of Compassion based protocols to facilitate measurable impact

across all outcomes.


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Data collection is ongoing in universities, government and corporations

Other Great Projects:

1. Self Affirmation and Behavioral Tracking (Yotam Heineberg)

2. Transparency and Compassion in Banking (Bruce Cahan)

3. Praise Scale Development (Matthew Feinberg and Emma Seppala)

4. Pro-social and Compassion Mapping (CCARE and Charter for Compassion)

Feel free to contact me here (or via e-mail) :

Daniel E. Martin, Ph.D.: [email protected]

Thanks so much!

2010-2012
mailto:[email protected]:[email protected]

Martin, D - BizCompassion-Final

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