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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
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