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Mutilated empathy in MIGRANT AESTHETICS by Glenda Carpio
Review: Mutilated empathy in spite of itself in Migrant Aesthetics: Contemporary Fiction, Global Migration, and the Limits of Empathy by Glenda Carpio (New York: Columbia University Press, 223, 285pp.)
Glenda R. Carpio is well-known for her work Laughing Fit to Kill: Black Humor in the Fictions of Slavery (Oxford 2008). This work succeeds in a high-wire balancing act in transforming racial stereotypes meant to devalue into humor that liberates, humanizes, and transfigures as only the artform of jokes can do.
There is almost nothing that can be said about making jokes about race that cannot be distorted or misunderstood. The entire field of humor is fraught, and the more edgy and confrontational the joke or skit, the funnier it is—until it isn’t. Someone gets their feelings hurt and the potential laughter mutates into rage. Therefore, I am not going to tell a joke. I am going to make a generalization, which is definitely not as much fun. Acknowledging that reasonable people may disagree, I note the close relationship between humor/jokes and empathy.
For purposes of this review, the folk definition of empathy will suffice—take a walk in the Other’s shoes after first taking off one’s own to guard against the misfiring of empathy as projection. In empathy one navigates the firm boundary between self and Other with dignity, respect, recognition, and acknowledgement, in creating a community of self and Other. A rigorous and critical empathy maintains firm boundaries between self and Other, guarding against merger, emotional contagion, projection, and other common ways that empathic relating can misfire or go astray. Good fences make good neighbors, as the poet said, but there is a gate in the fence, and over the gate is inscribed the word “empathy.” In contrast with empathy, in joking one crosses the boundary between self and Other with aggression, insulting remarks, sexual suggestions or other violations of community standards—but it is all okay—why?—because it is a joke! Pause for laughter. One jumps over the wall—takes a prat fall backwards over the boundary between self and Other, and if joke works, then the speech act of the joke creates a community in the shared laughter. (On the joke as a speech act that creates community see Cohen 1999; one may say the same thing, it creates community, about storytelling as the speech act corresponding to empathic receptivity Agosta 2010; also of note Wisse 2013.)
The connection of empathy with Carpio’s next work is evident in the title: Migrant Aesthetics: Contemporary Fiction, Global Migration, and the Limits of Empathy (Columbia UP 2023, 285 pp.). Now it is a bold statement of the obvious that empathy has its limits. A naïve merger with victimhood results in pity and sentimentality rather than taking a stand for social justice and positive politics in a productive sense. Nothing wrong as such with having a good cry, but that is already arguably a breakdown of would-be empathy. On the other hand, if one’s eyes get a bit moist that is another matter. Empathy is so fundamental an aspect of one’s being human, that lack of empathy can be seen as being inhuman (e.g., Keen 2008: 6; Blankenship 2019: 38).
The short review of Migrant Aesthetics is that it sets up an either/or choice between ending empire (e.g., colonialism, imperialism, racism, and so on) and expanding a rigorous and critical empathy. Then mutilates empathy by confusing it with projection, emotional contagion, conformity, and other forms of miscommunication. Not surprising, the result is some 285 pages of penetrating analysis in which the reader does not get a single example of the practice of empathy resulting in a successful empathic relatedness in literary fiction. The forced choice between expanding empathy and ending (or limiting) empire must be refused. Both results are needed. More on that shortly.
Meanwhile, the longer review: the practice of a rigorous and critical empathy knows that it can be wrong and can break down, misfire or go astray, flat out fail, as projection, emotional contagion, conformity, or communications getting lost in translation. It is precisely in engaging with and overcoming these obstacles and resistances to empathy that empathic relatedness and community are brought forth. Like with most powerful methods, skills, or interventions, practice makes the master. As a successful and popular teacher, Carpio knows the value of empathy, nor is mention of the word itself required. The good news is that empathy works whether one names it or not, whether one believes in it or not.
As noted, the issue is that in 285 pages of penetrating, incisive analysis of migrant aesthetics (the category, not the title), there is not a single example of what an effective example of successful empathy. The reader is not given a single example of what healthy empathic relatedness would look like, so that one could identify it if one happened to encounter it. This bears repeating: in some 285 pages of summary and analysis of the literary fictions of Dinaw Mengestu, Teju Cole, Aleksandar Hemon, Valeria Luiselli, Julie Otsuka, Junot Diaz, and some nonfiction of others, Migrant Aesthetics does not cite a single example of empathy that works right or functions as designed. Granted that empathy does not always succeed, the reader does not learn what a healthy, rigorous and critical empathy might look like if, rare as it may be, one happened to encounter empathy. None. Not one single example of what empathy looks like when it succeeds in producing empathic relatedness. This must give the reader pause. We take a step back—but not too far back.
If truth is the first casualty of war—try substituting one of Carpio’s key words “empire” for “war”—then empathy is a close second. In an astute and penetrating analysis, consistently engaging and controversial, Migrant Aesthetics periodically pauses to “foreclose empathy” or the possibility of an empathic response. The steady drumbeat of foreclosing, undercutting, invalidating, or dismissing empathy occurs like a recurring rhythm that, to this reviewer, suggests an editorial decision or personal commitment or both.
Now I might be wrong but I understand “foreclose” as used in Migrant Aesthetics, not the Lacanian/Hegelian sense of “aufgehoben,” cancel and preserve, but what one does when one can’t pay the mortgage—hand over the property, abandoning it in lieu of payment. You wouldn’t want to be aufgehoben would you? In any case, the term is used in a devaluing way—like it is a bad thing to empathize at the point of foreclosure.
There are many things about which to be aggrieved in a world inheriting the violent outcomes (still ongoing) of colonialism, imperialism, prejudice, summarized as “empire,” but Migrant Aesthetics’ main grievance is reserved for empathy. I hasten to add that I am against pain and suffering of all kinds including that caused by empire, imperialism, colonialism, and prejudice. I do not carry water for the pathologies of capitalism and call out the distortions of empathy under capitalism. The boss is “empathic” towards the wage slaves in their cubicles—in order to expand productivity. Happy workers work harder and are more productive. The salesman takes a walk in the shoes of the customer—in order to sell him or her another pair!
Granted, Michael Jordan reportedly said that even Republicans (people in the political party) buy athletic sneakers (see also Adams 2016), implying he was happy to sell them while disagreeing politically. Under empire one gets mutilated empathy.
That empathy can be distorted, misused, and pathologized—mutilated—no more invalidates empathy than that Roman soldiers drove spikes into the limbs of the people they were crucifying invalidates carpentry. Admittedly an extreme example, but it does make the point that carpentry is a wholesome and useful practice – and so is empathizing.
In Migrant Aesthetics, the problems of empire are so complex, messy, intractable, one has to blame something—let’s blame empathy—for example, instead of pointing to human aggression as a variable hidden in plain view. Empathy did not and does not succeed in solving these problems, though empathy is a proven method of deescalating violence in situations of conflict. However, note well, there is a readiness assessment for empathy—the parties must be willing to try.
The critique of empire, colonialism, prejudice, and so on, is indispensably committed to empathy for another reason that does not seem to occur to Migrant Aesthetics. Whenever a great injustice is about to be perpetrated, the first step is to deny, suspend, cancel, the empathy of the proposed devalued Other, the soon-to-be-victim. Thus, the comparison of about-to-be-victims to insects, with whom we humans notoriously have trouble empathizing; and thus, the required wearing of the yellow star prior to deportation; and parallel methods of alienation. The perpetrators apply mutilated empathy to the intended victims. No good comes of it.
Migrant Aesthetics does not “get it” regarding empathy, and, strangely enough, risks incurring the aesthetic reeducation that gives comfort to certain forms of fascist thinking that begin by driving out critical thinking, empathy, and, above all, a rigorous and critical empathy. We shall recur frequently to the empathic blind spots of the mutilated empathy of migrant aesthetics (the category, not merely the book) in this review. I hasten to add, this review is long, and engaging with this book has been vexing, albeit an empathic labor of love, but the review is still a lot shorter than the book, thereby sparing you, dear reader, who will not need further to engage after this thorough discussion.
Meanwhile, at the risk of being cynical, consistency is over-rated: Migrant Aesthetics makes significant use of standard empathy, though unacknowledged. The simplest narrative would be unintelligible and would read like the railroad schedule unless one brings empathy to the narrative. One can engage in producing “impassable” distances “between the reader and the text” (p. 39) and a “forceful rejection of readerly empathy” (p. 148), but, having done so, one should not be surprised that the narrative is drained of vitality, strength, energy, and aliveness. And sometimes that is the point as in Ronald Barthes (1953) “writing degree zero,” a “colorless writing, freed from all bondage to a pre-ordained state of language.” Less is more. (For example, see the rediscovery of “writing degree zero” without acknowledging the phrase (Carpio: 11).)
In addition, though reasonable people may disagree, Barthes asserts that in writing degree zero the author is collective and group-oriented. The distinction “choral” as used in Migrant Aesthetics had not been invented yet, but the idea is the various authors “pass around” the manifesto, literary artwork, or press release on which they are working. The sun sets on the individual author’s voice, who, even if she is not dead, joins the FBI witness protection program and goes underground (Barthes 1968).
My assertion is that empathy is indispensable even when employing distancing methods of alienation (think of Berthold Brecht’s Epic Theatre). Perspective taking, taking a walk in the Other’s shoes after first taking off one’s own (the folk definition of empathy), is a necessary condition for making sense out of the story as the occurrence of human events. Indeed a minimalist approach often lets the empathy emerge more forcefully, for example, in Virginia Woolf,’s Nathalie Sarraute’s, or Albert Camus’ writings. Of Migrant Aesthetics’ favorite authors, Teju Cole, Julie Otsuka and Valeria Luiselli are towards the top of the “less is more” in writing list.
A possible way forward (not called out by Migrant Aesthetics), in which, in spite of the resistances and obstacles of empire, empathy and literary fiction intersect productively, is invoking the speech act of conversational implicative. This, as noted, brings forth the didactic alienation effect of Brecht’s epic theatre. “Conversational implicature” is an indirect speech act that suggests an idea or thought, even though the thought is not literally expressed. Conversational implicature creates distance between the reader and the text, which is more like a tenuous suspension bridge of rope over the river rapids in the jungle than a highway on the interstate. Conversation implicature lets the empathy in—and out—to be expressed without the psychological mechanisms of emotional contagion, projection, conformity, and so on, which result in mutilated empathy. Such implicature expands the power and provocation of empathy precisely by not saying something explicitly but hinting at what happened. This distinction (conversational implicature) seems to live in the empathic blind spot of migrant aesthetics. The information is incomplete, the context unclarified, and the reader is challenged to feel her/his way forward using the available micro-expressions, clues, and hints. Instead of saying “she was raped and the house was haunted by a ghost,” one must gather the implications. In an example, not in Carpio, from Toni Morrison’s Beloved, one reads:
Not only did she have to live out her years in a house palsied by the baby’s fury at having its throat cut, but those ten minutes she spent pressed up against dawn-colored stone studded with star chips, her knees wide open as the grave, were longer than life, more alive, more pulsating than the baby blood that soaked her fingers like oil (Morrison 1987: 5–6).
The reader does a double-take. What just happened? Then the casual conversation resumes about getting a different place to live, which one had been having when this erupted, as the reader tries to integrate what just happened into a semi-coherent narrative. Yet why should a narrative of incomprehensibly inhumane events make more sense than the events themselves? When the event are inhumane perhaps the empathic receptivity consists precisely in being with their inhumanity without doing something “human” like weeping or rending one’s garments. No good reason – except that humans inevitably try to make sense of the incomprehensible. “Not a house in the country ain’t packed to its rafters with some dead Negro’s grief” (1987: 6). One of the effects and empathy lessons is to get the reader to think about the network of implications in which are expressed the puzzles and provocations of what really matters at fundamental level. (For more on conversational implicature see Levinson 1983: 9 –165.)
For example, at the end of Berthold Brecht’s Mother Courage, all her children are dead—but she continues to follow the soldiers, selling them gun powder and provisions, more dedicated to her commercial (read: “capitalist”) enterprises than to her children. No catharsis of pity and fear here, and the viewer’s empathy is not mutilated by emotional upset, projection, conformity, and so on. The viewer’s empathy is left with pent up emotional upset that may usefully be directed into changing the social and economic conditions that allow such a possibility. Any maybe that is the point. However, even in this case the distancing does not work without a “top down,” cognitive empathy that gets one to think.
There is nothing wrong as such with Migrant Aesthetics. But there is something missing. The reader (audience) does not find out what a healthy relationship looks like. As for Morrison, she discovers the hope of wholeness and integrity elsewhere in the text, pointing to an example of one as the shadows of the characters are holding hands, indicating the possibility of family (Morrison 1987: 67). Otherwise, migrant aesthetics is littered with limbs and fragments of human beings—both the bones of dead refugees in the desert and emotional trauma—not a whole person in sight anyway. The author may argue back: “You have now got the point—thus, the consequences of empire!” Point taken, yet—the issue is that one is not on the slippery slope to the aestheticization (and anesthetization) of violence, trauma porn, and moral trauma, one is at the bottom of it. The empathy is as mutilated by projection, emotional contagion, conformity, and so on, as the desperate lives of the migrants wandering in the wilderness of empire. Heavens knows, empathy has its limitations, but not one single example of a healthy, robust, effective application of empathy?
As an exercise, the reader is invited to find an example of an empathic relationship in the writings of Dinaw Mengestu, Teju Cole, Junot Diaz, exemplified in Migrant Aesthetics. Once again, there is nothing wrong as such with the roll call of traumatic outrages perpetrated by bad actors and the survivors themselves—yet one must be a tad masochistic to engage with the outcomes of so much toxicity, violence, and aggressive masculinity—so much empire. Tragedy—the artform, not merely today’s news—is rich in examples of survivors who become perpetrators (and vice versa (e.g., 9, 19, 30, 43, 167)) but, without empathy, the result is just catastrophe, wreck, and ruin.
The choice between expanding empathy and ending empire is a false choice. It must be declined. Both are worthy objectives. In two cases, the migrant authors with whom Migrant Aesthetics is engaging get close to a successful application of empathy, but then fall short. The short coming (I assert) is not in Edwidge Danticat or in Karla Carnejo Villavicencio, but in Migrant Aesthetics’ misreadings of their contribution to a rigorous and critical empathy, a misreading that seems designed uncharitably to make sure that empathy is not credited with making a difference.
First, in the case of Edwidge Danticat’s Brother, I’m Dying (which, however, is a memoir not fiction), the author comes close to endorsing the use of Danticat’s work empathically to train U.S. custom officers and immigration workers, directly quoting Danticat: “[…] [F]or if ‘they can only remember that they are dealing with human beings at possibly the worst moments of their lives and not mere numbers or so-called ‘aliens,’ then they would do a better job” (Carpio 2023: 218). But then Migrant Aesthetics pulls back and forcloses the empathy as providing a handbook for welcoming migrants instead of part of systemic empire, for example, that aligns the U.S. imperialism of the invasion of Haiti with the invasion of Iraq. What I can’t figure out is why one has to choose between welcoming those migrants, whether using an empathic “handbook” or not, and further debunking the by now well-known and appalling mistakes of the so-called war on terrorism? Doesn’t the world need both expanded empathy and political action against the abuses of the war on terrorism and imperialism?
Second, Carpio credits Karla Cornejo Villavicencio with being motivated by the belief that literature can create productive empathy, or at least compassion (Carpio: 234), quoting Karla:
Art allows us to feel for the pain of others who have or will experience pain we cannot imagine or cannot ever happen to us. Even if we cannot feel it, or imagine it, that’s just human limitation. A failure of imagination can be compensated by the construction of a sturdy enough bridge of artistic articulation of that pain, and if it’s honest enough, we may not feel it—though in some cases we may—but we will feel for our fellow humans, and that is the job of the artist (Carpio: 234)
However, then Migrant Aesthetics undercuts this quote by detecting “ambivalence” in Villavicencio. Heavens to Murgatroyd! If Villavicencio were not ambivalent about vicariously feeling the pain of Others, one would have to dismiss her as being unempathic. And Migrant Aesthetics actually does something like that as it again tries to force a choice where none is warranted between struggling human beings, the unnamed migrants over whose graves no one has prayed, and contingent forces (including empire, etc.) that force them to migrate and become refugees. Migrant Aesthetics devalues Villavicencio’s empathy for struggling humanity—she almost gets there—but then she does not—and ends on a note of haunting and shame. This steady drum beat of the devaluing of empathy must give one pause. There’s another agenda here with the constant rhythm of dozens of mentions of various forms of empathy, and not a positive productive application of empathy in sight. What’s going on here?
Caprio asserts: “…[W]hat has been my centra argument in this work: that the history of empire is key in understanding the roots of migration at a scale appropriate to its global dimensions (Carpio: 228).” That to be forced from one’s home and become a refuse of the road is surely a source of enormous pain and suffering. Here the connection is direct—cause (routed from one’s home by aggression, starvation, etc.) and effect (pain, suffering). At the risk of over-simplification, yet a compelling one, white Europeans with cannons and machine guns go to Africa and Asia and exploit the natural resources and enslave or dominate the locals. A small subset of the locals is coopted—analogous to the concentration camp capos, both perpetrators and survivors (until they are not) being chosen from the prisoners—to make the job of the ruling class easier. Even the prisoners then become perpetrators as one starving persons “steals” bread or water from another or lies to save his own skin, thereby endangering another. And some of those locals migrant back to headquarters, whether London, Paris, Amsterdam, Berlin, London, New York or Paris.
Now if anyone seriously believes that empathy is going to solve the problems created by empire, colonialism, imperialism, and so, then—how shall I put it delicately?—empathy is being “over sold.” This is usually the first step in setting up empathy as a “strawman” to be blamed for not fixing the many challenges facing civilized human beings committed to building a community that works for all persons.
There are at least two hidden variables behind the problematic causal analysis of empire that would help connect the dots: Human aggression and human hunger (hunger for many things, but here for food). These human beings are an aggressive species—and biologically omnivores. People can be kind and compassionate and empathic, but they also can behave aggressively and violently. Even if committed vegetarians, people also need to eat quite regularly, if not exactly three times a day.
To say, as Migrant Aesthetics does, that the arrival of the white European conquistador and their horses in the new world in 1492 was a catastrophe for the original inhabitants gets the measure of the event about right. In a way, the displacement of the Cherokee Nation from Georgia to Oklahoma is a kind of migration; but not really. It is a death march with strong aspects of genocide.
By all means denounce empire, but a more useful approach consistent with it might be to elaborate an analysis of human aggression, territoriality, lack of education, lack of critical thinking, the disturbing tendency of many human beings fanatically to follow authoritarian figures off a cliff. In that context, empathy is a proven way of deescalating violence and aggression.
Unfortunately, once a “policeman” is kneeling on your neck or someone throws a bomb, it is too late for empathy. The perpetrator fails the readiness assessment for empathy and it is necessary to invoke self-defense. And remember the best defense is a good offense—provided that it is proportionate to the incoming violence (which is notoriously hard to determine). Self-defense, setting limits, establishing boundaries are what is needed. There is a readiness assessment for empathy, and it requires that one be relatively safe and secure in one’s own person. Empathy 101 teaches that empathy does not work an active battlefield, if one is starving to death, or hanging upside down in a torture chamber. Never underestimate the power of empathy—never—but empathy in such extreme situations ends up looking like what the FBI Hostage Negotiating team uses to open communication with the hostage takers, or looking like “Red Team, Red Team!”—think like the opponent in a war game (e.g., Zenko 2015). As it stands, Migrant Aesthetics misunderstands empathy, mutilates it, and then blames empathy because empathy can be misapplied by migrant authors, some of the male members of which are both perpetrators and survivors, for calling attention to their plight and that of the devalued Other within us all.
The dialectic of unanticipated consequences marches on. The “classic” traditional migrant fictions of Willa Cather’s My Ántonia (1918) and Upton Sinclair’s The Jungle (1906) are noticeably absent in streets paved with gold, though one recurring, invariable constant among immigrants, refugees, and migrants is that they all express motivation to make a better life for their children. The Lithuanian migrants in The Jungle claw their way to a conclusion in which they are learning to speak socialist truth to power, having adopted a progressive socialist program that is today considered unradical because it is the law of the land. Sinclair joked: “I aimed at the public’s heart and by accident I hit it in the stomach” as citizens insisted on the Meat Inspection Act the Pure Food and Drug act. The folks in My Ántonia are trying to grow crops in Nebraska, which in the first map of North American was designed as “the great American desert.” In Ole Edvart Rolvaag’s Giants in the Earth(1927), set in South Dakota, also part of the Great American Desert, no mention is made of the original inhabitants, who have already been buried at Wounded Knee, and the main action is the battle against a ferocious climate: snow storms, locusts who ravage the crops, hunger, isolation, cultural alienation of the children, and the stereotypical mad scene of the heroine prior to a Christian-based recovery of spirituality. Though the sustainability of the Ogalala Aquifer continues to be a concern, the migrants succeed in getting the desert to bloom.
The other hidden variable is that these humans are a hungry species. At the risk of over-simplification, long since incurred, the development of Cyrus McCormick’s combine-wheat-reaper, and the follow-on agribusiness technology, allow some 2% of the population to grow enough food to feed the entire planet; and this in spite of the fact that human choices made under aggression continue to use food as a weapon of starvation. Prior to the Green Revolution, the other 98% of the population had to work twelve to sixteen hours a day to grow enough food to avoid slow death by starvation. As noted, the migrant classics, admittedly shot through with empire, of Willa Cather and Ole Edvart Rolvaag, in which hunger is an ever-present specter, pending a successful harvest. Meanwhile, apparently large dairy herds really do contribute to greenhouse gases.
It is hard not to be a tad cynical: quit one’s day job as a Mandarin professor pronouncing ex cathedra or a highly compensated empathy consultant and spend twelve hours a day growing one’s own food. “We are star dust, we are billion-year-old carbon – get back to the land and get your soul free”? The melting of the polar ice cap at the north pole and the opening of the long-sought “northwest passage” is evidence of global warming that, absent delusional thinking, is hard-to-dispute. Nor is it a contradiction that both human-made greenhouses gases the earth’s procession of the equinox work together multiplicatively toward the trend of global warming. On background, the procession of the equinoxes is the tilt of the planet earth that causes an arrow pointing upward from the north pole towards the North Star to spin around the North Star rather than directly at it in a 25K year cycle, resulting in a regular measurable tilt toward and away from the sun that arguably is enough to contribute significantly to global cycles of warming and cooling. Splitting—either human’s hunger for meat versus the continency of a wobbly planet—offers a false choice and must be declined.
The grievance against empathy continues: Migrant Aesthetics writes (p. 4): “More broadly, the genre of immigrant literature depends on a model of reading founded on empathy—a model that my book takes to task. Literature promotes empathy, we are told, but empathy can easily slip into a projection of readers’ feelings and even into outright condescension.” As a reviewer, I am holding my head in my hands and rocking back-and-forth quasi-catatonically. I am in disbelief at the lack of common sense, lack of critical thinking, and absence of argumentative charity in confusing empathy and projection. Projection is a breakdown of empathy. Projection is a misfiring and/or going off the rails of empathy. Projection is a “getting lost in translation” of empathy. Now attribute these to empathy and dismiss empathy. Hmmm.
As regards “a model of reading founded on empathy,” please stop right there. Reading the story would not work—would not make any sense—would, strictly speaking, be unintelligible without empathy. The story would sound like reading the bus schedule when the public transit was on strike. Nonsense. Mumbo-jumbo. Without the empathic ability to translate the thoughts and feedings enacted in the story into actions and conditions that matter to the reader, the story would be empty and meaningless, lacking vitality, energy, strength or aliveness. Without empathy, the actions and contingencies, the struggles and high spirits, setbacks and successes, that are represented in the story would be strange sounds and gestures appearing to an anthropologist on Mars or on her first day in an alien culture, prior to marshalling her empathic skills. Never underestimate the power of storytelling, but absent empathy, it does not get traction. All reading is founded on empathy.
Migrant Aesthetics “forecloses” (rejects) empathy, then immediately lets it back in, because empathy is indispensable. Carpio (p. 8): “[…] [T]he writers I examine reject empathy as the main mode of rationality, opting instead for what Hannah Arendt called “representative thinking” that is, they urge reader to think, as themselves, from the position of another person and thus to call into question their own preconceptions and actions.” Thus, Migrant Aesthetics rejects empathy while calling out including “the position of another person,” which is precisely the folk definition of empathy.
Arendt’s reference here is of course to a single line in Kant’s Third Critique (1791/93 (AA 158)) about “enlarged thinking” [erweiterten…Denkungart] that is, to think from the perspective of the Other. Sounds like the folk definition of empathy to me. This cipher of “enlarged thinking”, which remains unintegrated in Kant, became the inspiration for Arendt’s incomplete third volume of the life of the mind on political judgment. Once again, it is the folk definition of empathy.
The fan out is challenging at this point. This single quote from Arendt plays such a significant role in Migrant Aesthetics that there is no avoiding a dive into Arendt scholarship. By invoking the formidable name and work of Hannah Arendt, who was herself a migrant refugee (note well!), a Jewish person fleeing from the Nazis, a whole new thread is started.
Arendt rarely uses the word “empathy,” though “animal pity” gets called out in the context of Himmler’s fake empathy (Arendt 1971: 105–106; Agosta 2010: 73). Arendt is not thought of as an advocate for empathy, though, in its own Kantian way, her work is rich in empathic understanding. In one of her few uses of the word “empathy” itself, the otherwise astute Arendt claims that “empathy” requires becoming the Other in a kind of merger, which, of course, is the breakdown of empathy into emotional contagion. Other than this terminological slip up, Arendt’s analysis is an incisive application of empathy to politics in “Truth and Politics” in Between Past and Future (1968: 9):
I form an opinion by considering a given issue from different viewpoints, by making present to my mind the standpoints of those who are absent; that is, I represent them. This process of representation does not blindly adopt the actual views of those who stand somewhere else, and hence look upon the world from a different perspective; this is a question neither of empathy, as though I tried to be or to feel like somebody else, nor of counting noses and joining a majority but of being and thinking in my own identity where actually I am not. The more people’s standpoints I have present in my mind while I am pondering a given issue, and the better I can imagine how I would feel and think if I were in their place, the stronger will be my capacity for representative thinking and the more valid my final conclusions… The very process of opinion formation is determined by those in whose places somebody thinks and uses his own mind, and the only condition for this exertion of the imagination is disinterestedness, the liberation from one’s own private interests (Arendt 1968: 9; italics added).
The word “empathy” is in principle dispensable here, and Arendt’s lovely phrase “one trains one’s imagination to go visiting [the Other]” is an exact description of empathic understanding, though not empathic receptivity of the Other’s feelings/emotions. One does not blindly adopt the Other’s point of view—one takes off one’s own shoes before trying on the Other’s. Even in a thoughtless moment, more thinking occurs in Arendt’s casual, throw-away use of a word, than in most people’s entire dictionaries. If necessary, Arendt may be read against herself, for the simple introduction of the distinction “vicarious experience” of an Other’s experience is sufficient to contain all the puzzling cases about being or becoming someone else. As a good Kantian, Arendt would appreciate in a universalizing moment that Kant’s sensus communus [“common sense” as an instrument of judgment] is what enables people to judge by means of feelings as well as concepts, but that it is a false splitting to force a choice between feeling and thinking—both are required to have a complete experience of the Other.
Regarding Arendt’s use of the word “empathy” [Einfühlung] itself, it is likely she encountered it in Martin Heidegger’s Being and Time (1927: H125 [pagination of the German Niemeyer edition]), which she studied carefully. There Heidegger undercuts Max Scheler’s use of the term in criticizing Theodor LIpps, who uses of the term in his (Lipps’) Aesthetics (1903; see also Lipps 1909), in which Lipps defines empathy [Einfühlung] as a kind of aesthetic projection of the subject’s feelings onto art and nature (and the Other). The examples of an angry storm at sea or the melancholy weeping willow trees or the smiling clouds and cheerful sunrise come to mind. The matter is a tangle, which I disentangle in Agosta (2014).
The controversy continues to fan out as Migrant Aesthetics marshals the authority of Namwali Serpall’s “The Banality of Empathy” (2019). Nice title. This is a reference to Arendt’s book Eichmann in Jerusalem: A Report on the Banality of Evil (1971), about which it is hard to say just a little. I shall try. One of Arendt’s recurring themes is that evil is a consequence of thoughtlessness. Eichmann was a simpleton, a “Hans Wurst” from the folktale, who did not think and just followed orders. The wanted-dead-or-alive poster for Thoughlessness has Eichmann’s photo on it. The result of thoughtlessness was catastrophe. Indeed. Of course, Eichmann had many fellow travelers in genocide.
If one empathizes thoughtlessly, the banality of empathy of Serpall’s title, then one is at risk of empathy misfiring as projection, emotional contagion, conformity, and so on. Just so. A rigorous and critical empathy is required to guard against these risks, and Arendt, no advocate for sloppy anything, much less sloppy empathy, is halfway, but not all-the-way, there with her invocation of Kant’s rigorous and critical method. The above-cited quotation from Arendt and my analysis of terms must count towards a clarification of the nuances of the matter.
Serpall’s article then raises the question about narrative art “If witnessing suffering firsthand doesn’t spark good deeds, why do we think art about suffering will?” Though this may have been intended as a rhetorical question, the answer requires an empirical, fact-based inquiry. Some witnessing of suffering does indeed spark good deeds. The typical Samaritan becomes the Good Samaritan when he stops to help the survivor of the robbery thereby creating neighborliness and community; whereas the Levite and Priest succumb to empathic distress and cross the road, thereby expanding indifference and alienation. These events get “narrativized” in the Parable of the same name, which, in turn, inspires some to good deeds, though others are left paralyzed by empathic distress.
As Suzanne Keen (2007) points out, some stories such as Harriet Beecher Stowe’s Uncle Tom’s Cabin have an outsized effect on positive politics, rallying people to the cause of the abolition of slavery; whereas other novels such as The Turner Diaries may arguably have given comfort to white supremacy and provided bomb-making instructions to domestic terrorists. The answer to Serpall’s (or the editor’s) question is direct: we think art will inspire good deeds because we find examples of art’s doing so, albeit with conditions and qualifications. The evidence isthat’s what happened. The more important issue is to distinguish how art can transfigure the pain and suffering of the migrant (and suffering humanity at large), overcoming trauma, or how such attempts risk devolving into what is sometimes called “trauma porn,” engaging the graphical description of trauma without the “disinterestedness of art,” resulting in a kind of indulgent “orgasm” of aggressive violent fantasies. (As a benchmark, and acknowledging that reasonable people may disagree, an example of trauma porn (other than snuff videos on the dark web) would be Mel Gibson’s film (2004), The Passion of the Christ.)
Arendt is sometimes accused, I believe unfairly, of being tin-eared in her statements about US race relations and desegregation, especially in Little Rock, AK in 1957. When the 13-year-old Arendt was subjected to antisemitic comments by her teacher at school in the late 1920s, her mother withdrew her under protocol and protest and home-schooled Hannah. You have to get the picture here: the young Hannah reading the leather-bound Kantian First Critique in her late father’s vast library. Seemingly following the recommendation that Migrant Aesthetics (pp. 8, 13, 201) attributes to Arendt, she adopts a position, not a person, regarding US race relations (circa 1957!). “Positions not persons” is a fine slogan. It doesn’t work. Another false choice? The young black children in Little Rock, Arkansas, in 1957 needed to get into the classroom to actually get books from the school library as some black families did not own a single book other than the bible (which, in a pinch, is an excellent choice, nevertheless…). That Arendt’s empathy misfires no more means that she lacks empathy or that empathy is invalid than that a driver who forgets to use her turn signal does not know how to drive (though she may get a citation!).
What is rarely noted by Arendt scholars is Arendt’s own strategic use of empathy in escaping from the Nazis. Having been arrested for Zionist “propaganda” activity by the Nazis, she builds an empathic rapport with the Gestapo prosecuting attorney, who is interviewing her in the same basement from which other Jewish people are deported to Buchenwald or Dachau. The result was not predictable. Arendt was released on her own recognizance, and, of course, she had immediately to flee across the border illegally. Now while we will never know all the nuances—in the interview (1964) she makes it sound like part of her tactic to save her own life was that she bats her eyelashes at the young naïve Gestapo prosecutor, who has just been transferred from the criminal to the political division—more grim humor—but, don’t laugh, it worked. Never underestimate the power of empathy. (See Arendt’s interview with English subtitles “Hannah Arendt: Im Gespräch mit Günter Gaus” (1964).[1]
Resuming the main line of the argument, Migrant Aesthetics continues the devaluation of empathy. It is choral. Migrant Aesthetics paraphrases the novelist, professor, and celebrity migrant [Viet Thanh] Nguyen (p. 31): “Nguyen argues that empathy, while being necessary for human connection, cannot be relied upon as the basis of political action because it is selective and unstable; it can easily morph into solipsism and escapism.” Wait a minute! Empathy “being necessary for human connection,” please stop right there! Take away empathy, the requirement for human connection is cancelled and—solipsism and escapism are the result. How shall I put it delicately? By their own words, they shall be exposed; looks like a solid case of the emperor’s new clothes, to quote the late Sinéad O’Connor. Once again, I am sitting here holding my head in my hands, rocking back and forth semi-catatonically, amazed that the breakdown of connectedness such as solipsism and escapism should be made an essential part of empathy’s defining features. Take away human connection, which empathy brings forth, pathological forms of domination occur such as “the structural inequities of a settler colonial state.” Ouch! It is like invalidating carpentry because an apprentice carpenter hits his thumb with the hammer (we will leave that other example behind for now). It is a problem that empathy is sometimes selective (parochial) and unstable like the human beings who try to apply it. The solution is expanded empathy. Unstable indeed. So far, the only thing stable about Migrant Aesthetics’ argument is its devaluing of empathy.
Nor is this necessarily an accurate representation of Nguyen position, who (I suggest) sees himself as an educator not a political infighter. Two wrongs do not make a right. The commitment to human rights is worth sustaining even in the face of the inhumanity of empire, which presents false choices between empathy and conformity. Human beings are a kind and empathic species, as noted, and they are also an aggressive and hungry one. Nguyen: “Art is one of the things that can keep our minds and hearts open, that can help us see beyond the hatred of war, that can make us understand that we cannot be divided into the human versus the inhuman because we are, all of us, human and inhuman at the same time” (quoted in Goldberg 2023). Nor is this to endorse the inhumane behavior of many humans. Once again, Nguyen knows one does not have to choose between ending empire and expanding empathy.
To compete the discussion of Arendt (1955/68: 153–206), she wrote a short intellectual biography of Walter Benjamin (1892–1940) in Men in Dark Times. Separately, Benjamin warned that the aestheticization of politics risks turning artistic expression into fascism. The theatrical (“artistic”) spectacle of a torch light parades at Nurnberg, Germany, (1933–1938) by masses of brown shirt storm troopers around a bonfire burning the canonical novels of western civilization is a mutilation of empathy into the emotional contagion of crowds as well as a mutilation of that civilization itself. Once again, it is hard to say just a little bit about this, nor is this review going to solve the problem of the relation between the aesthetic and the political. It is a disappointment that Arendt did not live long enough to complete more than a single sentence of her deep dive into the relation between Kant’s Critique of (Aesthetic) Judgment and politics; nor is it likely that such a project would have produced what Hegel produced when he undertook such a deep dive: The Philosophy of Right (1921), which read superficially gives the authority of The State a leading role in political life: “It is the way of God in the world, that there should be a state” according to Walter Kaufman’s translation. Migrant aesthetics politicizes aesthetics with an anti-fascist, anti-imperialist, anti-empire-ist commitments, rhetoric (in the classical sense), and expressions, without necessarily making practical recommendations for political action. Migrant Aesthetics expels empathy from the garden of artistic achievement, because empathy does not provide a stable basis for political action. Never underestimate the relevance of Immanuel Kant, yet if one wants measurable results from political action, apply Saul Alinsky’s Rules for Radicals (1971) or analysis based on Eric Hoffer’s The True Believer (1951), not Kant’s Third Critique. Hoffer calls out the mutilated logic of totalitarian thinking; and Alinsky knew quite a lot about building communities, and though he did not use the word “empathy,” empathy lives in building community.
Migrant Aesthetics cites the eight definitions of empathy, or, more exactly, empathically-relevant phenomena, starting from C. Daniel Batson (2012). Migrant Aesthetics is also conversant with Susan Lanzoni’s (2018) magisterial account Empathy: A History, which includes many more definitions. Martha Nussbaum’s (and other’s) argument is cited that “the belief that reading fiction improves individuals’ empathic power” (Carpio: 11). However, on the latter position, see Suzanne Keen’s above-cited point about this requiring an empirical, fact-based inquiry. Those who bring an ounce of empathy to quality literature, often come away with a pound of empathy; but bad actors who, for example, bring white supremacy to their reading come away with further bad actions. If a slave owner had read Uncle Tom’s Cabin, it is probable that he would have come away saying, as regards the beating death, “That slave had it comin!’ Was exactly what he deserved!” The reader missed the point. And on that grim note we turn to the survivor/perpetrators, who form a large part of the “data,” the literary narratives, in Migrant Aesthetics.
The first fictional witness is Dinaw Mengestu’s protagonist Isaac from All Our Names (2014). Fleeing from war in Ethiopia to Uganda, he goes from the frying pan to the fire. His mentor perpetrates mass murder. Isaac is forced to cover up the crimes by burying the victims in a mass grave. Isaac is coopted into delivering arms to young boys—child soldiers—who perpetrate their own outrages before perishing. Isaac survives, smuggling himself to the States in a small trunk in a scene reminiscent of the animation Aladdin with the Genie who has to spend 10,000 years in the bottle, but it is not nearly as funny. The entire story is told from two points of view, that of Isaac, who has survived the atrocities of the unnamed but Ida-Amin-like authoritarian monster; and that of the mild-mannered white social worker, Helen, assigned to Isaac to help with his recovery—as it were, the poster child for empathy. The differences in their respective experiences are a powerful setup to challenge anyone’s empathy—but especially Helen’s and the reader’s.
The social worker, Helen, strives to map the scope and limits of her empathy, but her empathy is tin-eared, ineffective, and misfires. The client, Isaac, needs a lot of things that Helen can’t give him—fluency in English, a good paying job, a relationship with a romantic partner who appreciates him as a possibility (and vice versa). The one thing Helen is most able to do—give Isaac a good listening—give him empathic receptivity—she fails at—badly. In a clumsy social psychology experiment, Helen tries to overcome the de facto segregation of her small town’s local diner by having dinner there with Isaac. This role playing results in a kind of fake empathy, the projection of a stereotype onto Isaac, not the building of community. In a perfect storm of projection, emotional contagion, and the breakdown of empathic boundaries into sentimentality, Helen gets over involved.
Once again, how shall I put it delicately? Pretending to address the fictional heroine, the therapy does not work, Helen, if you sleep with the client. She does. Predictably this blows up any possibility of a rigorous and critical empathy, restoration of wholeness, or overcoming trauma. This is not to say that the sex was not satisfying. Empathy makes for great sex between mutually consenting partners, but regardless of the details, Helen perpetrates a boundary violation. Certainly unethical, possibly illegal, the power differential between therapist and patient is such that the client cannot give consent, even if he initiates the “seduction.” He is a powerful actor in escaping from civil war and so on; but his agency is compromised, and he cannot escape from bad therapy. It is neither empathy nor pity; it is a boundary violation and should not be represented otherwise. Granted, it makes for a great melodrama and a great screen play such as Netflix’s “In session.” Just that the breakdown of boundaries between self and Other in the context of therapy forecloses the client’s, Isaac’s, recovery. Fortunately, his aspirations as a writer—perhaps the shadow cast by Mengestu over his character, Isaac, – showing the latter the way forward. The survivor/perpetrator creates some empathy, however incomplete and tentative, for himself in his art.
The cultural difference, language difference, difference in experience, and Isaac’s traditional devaluation of woman’s power, are all obstacle to empathy. This is supposed to invalidate empathy? Drive out the obstacles and resistances and empathy naturally comes forth. When the obstacles and resistance are human aggression and empire, that is going to be a big job, though not impossible as the client and therapist are caught in a double bind. Isaac is already a perpetrator and a survivor. Helen becomes one too. The result is the double bind of moral trauma (a distinction missing from Migrant Aesthetics), to which we shall return momentarily. The relationship between Helen and Isaac fails as tragedy because it delivers wreck and ruin instead of recovery form trauma (whether standard or moral) or artistic transfiguration. However, that does not mean that empathy caused xenophobia. The narrow-minded parochialism of projection causes xenophobia; and the solution to parochialism is expanded empathy.
In another story, migrant aesthetics’ mutilated empathy is painfully on display. Migrant Aesthetics writes (p. 7): “The narrator, now known as Jonas, struggles to come to terms both with himself and with his father’s silence about his migration and his physical abuse of the narrator’s mother. One might even argue that the narrator instrumentalizes Yosef’s migration story to explain his own abusive impulses toward his girldfriend.” How shall I put it delicately? Intimate partner physical abuse is not an “instrumentalization”—whatever that is—it is a crime, and should never be represented any other way. Is it not the reader’s empathy—and perhaps the author’s—that is precisely at stake here? This does not mean I am in favor of empire. I am against empire, colonialism, and so on, as well as using them as excuses for people rich with possibility behaving badly.
The next witness to the many mutilations of empathy is Teju Cole’s anti-hero, Juilus, in Open City (2011). Information asymmetries in fiction are at least as old as Oedipus’ not knowing his biological parents—oh boy, did that create some mischief. Arguably Oedipus was the original refugee, seeing as how he was abandoned to die by his biological parents and rescued by poor people from the neighboring country, Thebes.
In addition to information asymmetries, moral ambiguities are key ways of creating engaging narratives. For example, Stephen Boccho’s cop show Hill Street Blues (1981–1987) innovated in popularizing moral ambiguities. A protagonist is introduced sympathetically, inviting the identification, if not the empathy, of the audience, then he or she does something appalling. The good cop is the bad cop (and vice versa). The viewer’s (reader’s) emotional conflict is guaranteed—and the audience is hooked. Highly derivative, but no less engaging for all that, the mild-manner medical student/resident in psychiatry, Julius, is burdened with an altered mental state, a fugue state not exacty epilepsy and resembling multiple personality disorder, in which the “alters” do not know about one another. The issues comes out like a slap to the reader at the end of the story, as Julius is credibly accused of having perpetrated a rape, however, also credibly without remembering it. Gustav Flaubert’s flaneur meets Robert Louis Stevenson’s Dr Jerkel and Mr Hyde, thankfully without the Jack the Ripper gore.
Migrant Aesthetics is explicitly dismissive of trauma studies (e.g., pp. 10, 20), which are essential to surviving empire and fighting back. Without empathy, empire gets the last laugh, as nothing is available but fragments of broken human beings and drying bones in the desert, mutilated empathy and mutilated humans.
While migrant aesthetics (the category not merely the title) “calls out” the distinctions that survivors can also be perpetrators (and vice versa) as well as the distinctions trauma and complex trauma, it stumbles in applying them. More problematically, Migrant Aesthetics misses the distinction moral trauma, which is an unfortunate oversight. It might have saved Migrant Aesthetics from simplistic splitting and trying to force a choice between feeling and thinking, positions and persons, truth and empathy.
Though determining the truth remains challenging, even illusive—especially for survivors of violence, war, and trauma—empathy cannot be sustained without a commitment to truth. Thus, the “take down” of war novels that are critical of war (Carpio: 30) misses the moral trauma of soldiers, who are both survivors and perpetrators. Nor is this justification for war crime(s). Some soldiers are put in an impossible situation—they are given a valid military order and innocent people end up getting killed. The solider is now a perpetrator and a survivor. One cannot practice a rigorous and critical empathy without integrity, commitment to truth, commitment to critical thinking, and fact-based inquiry (granted that “facts” are slippery).
On background, trauma is medically defined at that which causes the person to experience or believe they are in imminent risk of dying or being gravely injured. Rape is on the list of grave injuries. Moral trauma is also on the list and includes such things as the Trolley Car Dilemma; “I will kill you if you do not kill this other person” (different than the Trolley Car); double binds such as those occurring to Isaac and Helen; soul murder such as occurs to Winston at the end of Orwell’s 1984; and seemingly valid military orders that result in unintentional harm to innocent people. In moral trauma people can be both perpetrators and survivors, and become just atht when someone gets hurt who did not need to get hurt.
Here radical empathy comes into its own. A person is asked to make a decision that no one should have to make. A person is asked to make a decision that no one is entitled to make. A person is asked to make a decision that no one is able to make—and yet the person makes the decision anyway, even if the person does nothing, since doing nothing is a decision. The result is moral trauma—the person is both a perpetrator and a survivor. Now empathize with that. No one said it would be easy.
When one is hanging by a frayed rope with one’s face to the side of the mountain, every mountain looks pretty much the same, granite gray and cold and like one is going to die or be gravely injured (the definition of trauma). Strictly speaking, the challenge is not only that the would-be empathizer was not with the surviving Other when the survivor experienced the life-threatening trauma, but the survivor her- or himself was there and did not have the experience in such a way as to experience it whole and completely. That may sound strange that the survivor did not experience the experience. That is the definition of “unclaimed” experience (Caruth 1996). The traumatic experience is not the kind of overwhelming, fragmenting experience that one would ever want to experience, so neuro-biological mechanisms were deployed by the mind-body-self to split off, numb, and defend against experiencing the experience. Isaac, Julius, and Yunior have more than their fair share of that.
Thus trauma survivors report out of body experiences or watching themselves at a distance as the crash occurs or the perpetrator enacts the boundary violation. Or the survivors do not remember what happened or important aspects of it. One is abandoned. Help is not coming—no one is listening. Yet the experience = x keeps coming back in the survivor’s nightmares, flashbacks, or as consciousness flooding anxiety. It comes back as a sense of suffocation, an undifferentiated blackness, or diffuse and flooding fear. The trauma remains split off from the survivor. Yunior’s “The Curse”? The treatment or therapy consists of the survivor re-experiencing the trauma vicariously from a place of safety. In doing so the trauma loses its power and when it returns (as it inevitably does), it does so with less force, eventually becoming a distant unhappy and painful but not overwhelming memory. (See van der Kolk 2014; LaCapra 2001; Leys 2000; Caruth 1995, 1996; Freud 1920.)
It is precisely the nature of trauma for a person to go through the trauma and yet not be able to grasp, comprehend, or integrate the trauma in their other life experiences. Extreme situations—that threaten death or dismemberment—call forth radical empathy. Standard empathy is challenged by extreme situations out of remote, hard-to-grasp experiences to become radical empathy. As noted, some remote, hard to grasp situations are remote and hard to grasp even for the people who go through the situations and survive them. That the experience is unintegrated and sequestered in a split off part of the personality and corresponding neurological sector is precisely what makes the experience a trauma (van der Kolk 2014; LaCapra 2001; Leys 2000; Caruth 1995, 1996; Freud 1920). Hence, the need for radical empathy.
Radical empathy is called forth by extreme situations, with which migrant literature is dense, in which radical translation is the bridge between self and Other. Ultimately, radical empathy consists in being fully present with the survivor, acknowledging the survivor’s humanity, and if there are no survivors, as a special case, then radical empathy is with the memory of the victim in the shocked and suffering community – those bones in the Arizona desert over which no one prayed or reflected. Radical empathy acknowledges, witnesses, recognizes, that the survivor will be able to “move on” with life when what had to be survived = x becomes a resource for her or him, in which “resource” means a source of empathy, in which the person is able to be contributed to Others. As regards the victims, those who do not survive, their remembrance becomes the resource, the source of empathy that contributes to the community of Others.
Thus, the third witness is Junot Diaz. “The Curse”—a major distinction in Diaz—is that one cannot have a standard, “normal” relationship in a history bounded by slavery, exploitation, and ongoing abuse. Survivors of domestic violence can be burdened with Stockholm Syndrome, identification with the aggressor, and related derealization phenomena. Recovery, whether in the form of formal therapy or writerly artistic transfiguration of the trauma—requires that the survivor be relatively safe and not entangled in ongoing perpetrations. The challenge to Diaz and anyone who wants to write criticism about his work is that, as noted, we lack a picture of what a healthy relationship looks like. As an exercise, the reader may try to find an example of a healthy relationship that allows for empathic relatedness in this work.
With Diaz, migrant aesthetics moves from minimalist writing degree zero to a chorus of voices in one’s head that is Joycean and near manic in its intensity: “Yunior’s hyperbolic and promiscuous narrative style—mixing everything from Dominican Spanish to African American slang to ‘tropical magic realism […] hip-hop machismo, [and] post-modern pyrotechnics’—yields a certain interpretive flexibility in defining the Curse” (Carpio: 165). The reader gets a sense of the toxic gangster rap which the protagonist had to survive and which, to an extent, still obsessively lives on in the practices and performances in his thinking and relating. The voices in his head are a bad neighborhood, and it is tempting to urge, “Don’t go there! You’re gonna get mugged!” Lots of violence. This is trauma writing.
The following is not the truth and consider the possibility (and it applies not only to Diaz): Diaz’s “The Curse” is Medusa’s snake-haired Gorgon—it turns one to stone—literally in the story and emotionally if one is in the audience. It is trauma, complex trauma, moral trauma. Historically it is violence, sexual violence, all kinds of violence, and soul murder, murdering the capacity for empathy. An argument can be made that Diaz, however clumsily and ineptly, is trying to use his art like the mythical Perseus’ magic shield to reflect and refract the complex moral trauma in such a way that it can be mitigated and contained and soothed, even if not disappeared or completely healed. And, in its own way, that is the high art of empathy.
Migrant Aesthetics (Carpio: 171): “Becoming and falling for Trujillo-like goons are sure signs of the Curse for Dominicans, and Diaz leaves no doubt about its [wide] range …” Examples of intimate partner violence, abuse (domestic violence), and “toxic masculinity,” are called out as that with which the protagonist struggles. On background, Trujillo was the local dictator of the Dominican Republic (1930–1961), who was sustained by US imperialism and corporate money from banana plantations and mining. Hence, the origin of the expression “banana republic.”
Migrant Aesthetics writes of the protagonist (p. 173): “Yunior identifies his Dominicanness with his experience of the Curse, and that his compulsive promiscuity is a legacy of a long history of colonial misogyny and violence [….] culminates with the story “A cheater’s guide to love.” As noted, Yunior has probably never seen an example of a healthy relationship nor will the reader find one here in Diaz—though obviously Migrant Aesthetics condemns the violence, misogyny, and so on.
Migrant Aesthetics is at risk. It is fascinated and needs Diaz for the academic distinction “migrant aesthetics.” In its own way, Migrant Aesthetics becomes another sparrow among sparrows—Ana, Ybón, Lola, La Inca—to the hypnotic attraction of the gangsta snake. These are vulnerable, abused women who are candidates to be trafficked. Such women are in an altered mental status, semi-permanently conditioned by trauma from a young age, and they seem to go for those “bad boys.” No good comes of it. Nor is this necessarily to blame the snake. Even Dale Carnegie, of winning friends and influencing people fame, acknowledges that if your parents were snakes, then you would be a snake too. The snake may have to be quarantined to protect the community, but that does not mean the perpetrator does not need treatment. He does, though he all-too-rarely gets it.
In summary, it is not a choice between expanding empathy and ending/reducing empire, and an engagement with both is needed. Survivors ask for empathy. When survivors are asked, “What do you want—what would make it better? What would soothe the trauma?” then rarely do they say punish the perpetrator (though sometimes they do). Mostly they ask for acknowledgement, to be heard and believed, to hear the truth about what happened, for apology, accountability, restitution, rehabilitation, prevention of further wrong (see Herman 2023). Rarely do survivors make forgiveness a goal if that would require further interaction with the perpetrator (though self-forgiveness should not be dismissed). It bears repeating: survivors ask for empathy, not an end to empire, though, once again, both are needed. Thus, the utopian false consciousness of survivors and migrant aesthetics?
The final witness in this review is Julie Otsuka’s When the Emperor Was Divine (2002). I was about to write that the internment of over 127K Japanese citizens during World War II was “extra judicial,” but then a colleague pointed out to me that the US Supreme Court upheld the constitutionality of the internment camps in the December 1944 Korematsu v. United States decision. This disgraceful decision was rebuked and finally overturned in 2018. Reparations were finally approved in 1988 by the Civil Liberties Act and enacted into law. In spite of its inadequacy to the injustice some forty years later, such a gesture may have created a space in which recognition of wrong, apology, recovery, and healing were imaginable.
In the face of this disgraceful internment of Japanese citizens during World War II by the US government, Julie Otsuka writes: “I didn’t write this book with an angry screed, and I didn’t want it to be a moralizing book. I just wanted it to be a book people and what they had gone through. I hope it’s an experience that the reader can enter” (cited in Caprio: 135). Sounds like a request for empathy. Amidst the anger and moralizing, which require a committed empathic effort to limit stop from making a bad situation worse, Otsuka’s commitment to empathy shines through. Without empathy, the family’s anger, grief, despair, and longing would read like a railroad time table (when the trains were on strike!). The minimalist language powerfully marshalled by Otsuka—see the above about “writing degree zero”—lets the empathy land powerfully as a gut punch to any reader who has been paying attention. Pets are not allowed in the internment camp, and the mother kills the family dog (p. 135), which it to say the mother kills childhood, innocence, decency, love, kindness, hope, relatedness—and, above all, empathy. Over the entrance to the internment camp is written: “Abandon empathy, all ye who enter here,” which does not mean the narrative lacks empathy or is not about empathy. One is never hungrier for empathy than when it is missing. As noted at the start of this review, empathy is so fundamental an aspect of one’s being human, that lack of empathy can be seen as being inhuman (e.g., Keen 2008: 6; Blankenship 2019: 38).
Notwithstanding the powerful rhetorical empathy marshalled by Otsuka, migrant aesthetics asserts that “stylistic restraint” short-circuits empathy ( Carpio: 135 (regarding “rhetorical empathy” see Blankenship 2019)). Migrant aesthetics aligns empathy with fake “sentimentality” (another name for “empathy” (Carpio: 147)). That does not mean that empathy is not relevant; it means without empathy, humans are physically, emotionally, morally, and spiritually dismembered into fragments of human beings.
In short, the rumor of empathy remains a rumor in the case of Migrant Aesthetics; the rumor is not confirmed; and empathy does not live in this work. It is where empathy goes to become projection, emotional contagion, and fake empathy. It is where empathy goes to become mutilated empathy like mutilated fragments of human bones in the desert. Don’t go there.
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Toni Morrison. (1987). Beloved. New York: Vintage Int.
Namwali Serpall. (2019). The banality of empathy. The New York Review: https://www.nybooks.com/online/2019/03/02/the-banality-of-empathy/?lp_txn_id=1496946 [checked on 10/20/2023].
(Bessel) van der Kolk. (2014). The Body Keeps the Score. New York: Viking Press.
Ruth R. Wisse. (2013). No Joke: Making Jewish Humor. Princeton and Oxford: Princeton University Press.
Micah Zenko. (2015). Red Team: How to Succeed by Thinking Like the Enemy. New York: Basic Books.
[1] See https://www.youtube.com/watch?v=dVSRJC4KAiE ; see also Agosta 2010: 70–77.
© Lou Agosta, PhD and the Chicago Empathy Project
Empathy: Capitalist Tool (Part 3): Let’s do the numbers
Listen to this post on Spotify: https://open.spotify.com/show/6nngUdemxAnCd2B2wfw6Q6
Empathy by the numbers
I have been known to say: “We don’t need more data; we need expanded empathy.” But truth be told, we need both.
In an April/May survey by the human resources company Businessolver of some 1,740 employees, including 140 CEOs and some 100 Human Resources (HR) professionals, respondents reported:
37% of employees believe that empathy is highly valued by their organizations and is demonstrated in what they do.
Of the other 63% of employees, nearly one in three employees believe their organization does not care about employees (29%).
One in 3 believe profit is all that matters to their organization (31%).
Nearly one in two believe their organization places higher value on traits other than empathy (48%).
The evidence supports a conclusion that a significant deficit exists between experience and expectations relating to empathy. On a positive note, 46% of employees believe that empathy should start at the top. This opens the way for business leaders to articulate the value of expanding business results through empathy. The same survey indicates that the three most important behaviors for employers to demonstrate empathy include:
listening to customer needs and feedback (80%);
having ethical business practices (78%);
treating employees well, including being concerned about their physical and mental well-being (83%).
Three behaviors that demonstrate empathy according to the Americans Businessolver Survey:
listening more than talking (79%);
being patient (71%);
making time to talk to you one-on-one (62%).
The five behaviors that demonstrate empathy in conversation include:
verbally acknowledging that you are listening (e.g. saying, “I understand”) (76%);
maintaining eye contact (72%);
showing emotion (70%);
asking questions (62%);
making physical contact appropriate for the situation (i.e. shaking hands) (62%).
All this is well and good. But is it good for business? The survey reports that 42% of the survey respondents say they have refused to buy products from organizations that are not empathetic; 42% of Americans say they have chosen to buy products from organizations that are empathetic; 40% of Americans say that they have recommended the company to a friend or colleague. The answer to “Is empathy good for business?” is “Yes it is!”
“Corporate empathy” is not a contradiction in terms
This section is inspired by Belinda Parmar’s article “corporate empathy is not an oxymoron.”[i] Belinda Parmar is one of those hard to define, engaging persons who are up to something. She is founder of the consultancy The Empathy Business. She is an executive, a self-branded “Lady Geek,” public thinker, woman entrepreneur evangelist, and business leader.
According to Parmar, her consultancy’s corporate Empathy Index is loosely based on the work of the celebrated neuropsychologist Simon Baron-Cohen’s account of empathy.[ii] Parmar states in the newly revised 2016 Empathy Index, “empathy” is defined as understanding our emotional impact on others and responding appropriately. How does one map this to the four dimensional definition in Figure 1 (see p. 41 above)?
This captures what our multi-dimensional definition of empathy has called “empathic interpretation.” Parmar’s definition also calls out both the aspects of “understanding” and “responding,” which nicely correspond to empathic understanding and responsiveness, respectively, but misses empathic receptivity. Thus, three out of four. Not bad. How these get applied is a point for additional discussion.
Parmar and company’s Empathy Index aims at measuring a company’s success in creating an empathic culture on the job. This is not just a spiritual exercise. Parmar reports that the top 10 companies in the 2015 Empathy Index increased in value more than twice as much as the bottom 10, and generated 50% more earnings according to market capitalization.[iii] Now that I have your attention, a few more details.
The Empathy Index reportedly decomposes empathy into three broad categories including customer, employee, and social media. These contain further distinctions such as ethics, leadership, company culture, brand perception, public messaging in social media, CEO approval rating from staff, ratio of women on boards, accounting infractions and scandals. Over a million qualitative comments on Twitter, Glassdoor, and Survation were classified and assessed as part of the process of ranking the companies. Impressive. There is also a “fudge factor.”
The Empathy Index used a panel selected from the World Economic Forum’s Young Global leaders, who were asked to rate the surveyed companies’ morality. Note that Belinda Parmar was herself one of these leaders at some point, though presumably not for purposes of her own survey. Further conditions and qualifications apply. The company must be publicly traded and have a market capitalization of at least a billion dollars. The companies were predominately companies in the US and UK, a few Indian and no Chinese (due to difficulty getting the data). All the companies on the index had large numbers of end-user consumers (see “The Most Empathetic Companies,” 2016, Harvard Business Review for further details on the methodology). [iv]
Presumably the absence of steel mill, oil service, and aero-space-defense companies is not a reflection on their empathy, but simply indicates the boundaries of the survey. The 2015 index is widely available publicly and will not be repeated here. Suffice to say that the top three companies in 2015 were LinkedIn, Microsoft, and Audi. Google was at 7; Amazon, 21; Unilever, 38; Uber, 59; Proctor & Gamble, 62; IBM Corp, 89; Twitter, 93; and 98, 99, and 100 were British Telecom Group, Ryanair, and Carphone Warehouse, respectively. Interesting. My sense is that being on the list at all and relative ranking on the list in comparison with companies in a similar industry is more important than any absolute value or the numeric score as such, though the absence of a intensely consumer-product-oriented company such as Nestlé does give one pause. It is a deeply cynical statement, but an accurate one, that you know the pioneers by the arrows in their backs.
The truth of this otherwise politically incorrect observation is that innovators do not get the product or service perfect the first time out, and competitors are strongly incented to criticize and try to improve on the original breakthrough. Therefore, I acknowledge the value of the Empathy Index, and I acknowledge Belinda Parmar’s contribution. Empathy is no rumor in the work Parmar and her team is doing. Empathy lives in the work she and her team are doing.
How shall I put it delicately? The challenge is distinguishing empathy from ethics, niceness, generosity, compassion, altruism, social responsibility, carbon footprint, education of girls (and boys), and a host of prosocial properties. As this list indicates, lots of things correlate with empathy. Lots of things are inversely correlated with empathy. Empathy is the source of the ten thousand distinctions in business, including correlation with improved revenue, and meanwhile empathy gets lost in the blender.
The Empathy Index is a brilliant idea—and I am green with envy in that I did not implement it. In a deep sense, the only thing missing in my life is that my name is not “Belinda Parmar.”
Yet the reduction to absurdity of corporate empathy progresses apace with the Empathy Index as carbon footprint, reputation on social media, and CEO approval rating get included.
This index was designed prior to the revelation that social networking systems had become a platform for a foreign power (Russia) to publish exaggerated, controversial positions designed to ferment social conflict over race, economics, and extremist politics in the USA. Presumably further checks and balances are needed prior to accepting the reputations culled from such networks, unless one wants to include the approval rating of Russian trolls. Nothing wrong with approval ratings as such, but I struggle to connect the dots with empathy. Empathy is now a popularity contest to drive reputation and, well, popularity.
An alternative perspective on corporate empathy
I acknowledge the engaging and powerful work being done by Belinda Parmer and associates to expand empathy in the corporate jungle. The challenges of engaging with empathy as a property of the complex system called a “corporation” should not be underestimated. However, I propose to elaborate an alternative point of view regarding corporate empathy.
Corporations are supposed to be treated as individuals under law, which makes sense if one restricts the context to having a single point of responsibility for the consequences of the corporation’s actions.
Thus, for example, the accounting department cannot say, “It’s not our fault; marketing made promises we were unable to honor while manufacturing cooked the books behind our back.” That is not going to work as an excuse. Whoever did it, the corporation is responsible. However, empathy in a corporate context is not additive in this way.
The empathy of the corporation is not the sum of the empathy of all the individuals. It is true that a single individual who becomes known as “unempathic” has the potential to “zero out” the empathy of the entire organization; but for empathic purposes, “corporate empathy” is the integral of the seemingly uncountable possibilities, interpretations, and responses of leaders, workers, stake-holders, across all the functions in the organization.
For example, when IBM says “everyone sells,” IBM does not mean that the geek in the software laboratory has a sales quota. That would be absurd. IBM means precisely that the geek in the lab sells by writing software code so great that it causes customers actually to call up the account (sales) representative and ask for it by name. This puts me in mind of Arthur C. Clarke’s science fiction saying: “Any sufficiently advanced technology is indistinguishable from magic.” Likewise, with empathy: the customer may not directly experience the empathy of the geek in the back office, but the commitment, functionality, and teamwork “back there” is so over-the-top, that the sales person’s empathy with the customer is empowered in ways that seem magical.
In this alternative perspective, a corporation is an individual that positions itself on the continuum between “empathy in abundance” and “empathy is missing” by enacting four practices: (1) listening (2) relating as a possibility (3) talking the other person’s perspective (4) demonstrating all of these—listening, relating as a possibility, and walking in the other’s shoes—such that the other person (customer, employee, stake-holder, general public) is given back the person’s own experience in relating to the corporation in a way that the person recognizes as the person’s own.
It has been awhile since the mantra of empathic receptivity, understanding, interpretation and response has been reiterated, so the reader is hereby reminded to check on Figures 1 and 3 in the previous chapters for a review as needed (see pp. 41, 89). Empathy is not something “owned” by the executive suite, marketing, human resources, or sales, to the exclusion of other roles. Everyone practices empathy.
Stake-holders may include the general public, whose well-being and livelihoods are impacted by corporate practices (or lack thereof). For example, the general public was profoundly affected (and not just by the price of gasoline) by the failure of an off-shore oil well in 2010 that sent some 205.8 million gallons of crude oil pollution into the Gulf of Mexico.
It is never good news when one’s corporate break down becomes a major motion picture—in particular, a disaster movie such as Deep Water Horizon. Note also this implies that empathy is not a method of waging a popularity campaign on social media.
If the corporation is British Petroleum (BP), then the empathic response might well be an acknowledgment that your experience of us is: “The only thing more foul than our reputation is the pollution perpetrated on the coastlines of Louisiana, Alabama, Mississippi, and Florida and the lives and livelihoods of the millions of people who live there.” And BP has to do this even while defending itself in court against major legal actions where anything one says can and will be used against you.
What does it mean for a corporation to listen? Ultimately customers, employees, stake-holders must decide if a corporation has been listening by the way the company’s representatives respond. At the corporate level, empathic receptivity (listening) and empathic responsiveness are directly linked.
“Empathically” means respond in such a way that boundaries between persons are respected and respectfully crossed, agreements with the other person (or community) are honored, the other is treated with dignity, the other’s point of view is acknowledged, and the other is responded to in such a way that the other person would agree, even if grudgingly, that its perspective had been “gotten.”
People test whether others have been listening by examining and validating their responsiveness. Responsiveness includes the questions that they ask and the comments that they make in response. Most importantly it includes follow up and follow through actions.
Once again, breakdowns point the way to breakthroughs. A less dramatic example than Deep Water Horizon? From a customer perspective, here is an example of an everyday breakdown: “Corporations to customers: Stop Calling! Go to the web instead. Fill out the form, and wait for a response”—usually in an undefined time. The experience is one of being left hanging.
Today many corporations prefer that the customer interact with them through their web site, because web sites are less expensive than call centers. Phone numbers are disappearing from web sites; and even when a phone number is present, it may not be the proper one. The phone number at the bottom of a press release causes the phone to ring in the marketing department, not customer service.
Even when a phone number is available, the wait time is long and the service representative, who is a fine human being, is poorly informed. What is the experience? No one is listening. That is not a clearing for success in building an empathic relationship.
What then is? An ability to assess quickly what is the break down, suggest a resolution, and have a defined process of escalation to open an inquiry into the problem. The breakthrough is when the customer call is acknowledged and the equivalent of the help desk trouble-shooter calls the customer back at the number provided to the automated system with the solution or proposed action. The technology to do this has existed ever since the call center was invented, but until Apple thought of it, no one configured it to work from outbound call center to customer.
From an employee perspective, an employee will experience the corporation as listening if the person who sets his or her assignments (“supervisor”) is a listener. That means creating a context in which a conversation between two human beings, who are both physically present, can occur. Given that one person may report to someone in a different city, teleconferencing has a great future as does a periodic in-person visit.
However, if the one person is multi-tasking, working on email while supposedly having a conversation with the other person, that is not listening. Eliminate distractions. Set aside emails. If one is awaiting an urgent update regarding an authentic emergency, then it is best to call that out at the start of the conversation. “I might have to interrupt to take a call from Peoria, where the processing plant has an emergency.”
An “open door” policy can mean different things, but I take it to mean that “anyone can talk to anyone” and not have to feel threatened with retaliation. An “open door” is a metaphor for “listen” or “be empathic.”
If an employee is having trouble focusing on the job, something is troubling her or him, and the listener demonstrates empathy by asking a relevant question or providing guidance that brings the trouble into the conversation: “Say more about that” or “Help me understand” can work wonders. As soon as the employee believes that someone is really listening, out come the details needed to engage in problem solving.
If we are engaging with what might be described as employee “personal issues” such as the ongoing need to care for a disabled parent or child, substance abuse, mental illness, corporations realize that managers are not therapists. Smart corporations marshal external resources that operate confidential crisis phone lines and referral services. It is not entirely clear what “confidential” means here, since if the employee is missing most people notice it; but presumably such an absence does not directly feed into the employee review process. Such personal assistance centers are able to make referrals to providers of medical, mental health, or legal services. The benefit for the corporation is that employee stress and distraction are reduced. The employee is able to continue contributing productively as an employee. It is an all around win-win.
Yet the employee and his crisis are predictably going to show up in the manager’s office at the end of the business day before a holiday weekend. This is perhaps the ultimate test of the manager’s empathy. He or she is now being addressed as a fellow human being by another human, all-too-human, human being.
This is an empathy test if there ever was one; and this is where practice and training can prepare the manager to respond appropriately by marshaling resources on short notice. In a crisis on Friday afternoon at 4 pm before a holiday weekend, managers can create loyalty for life in the commitment of the employee, who was assisted in a way that made a profound difference. “Above and beyond” recognition awards for the empathically responding manager are appropriate too.
Let us shift gears and take the conversation about corporate empathy up a level with a particular example. Nestlé has a portfolio of popular and even beloved brands that literally come tumbling out of the consumer’s pantry and refrigerator when one opens the door. Some 97% of US households purchase a Nestlé product, which extend from chocolate to beverages to prepared foods to baby food to frozen treats to pet products and beyond. You might not even know it, but Perrier, Lean Cuisine, Gerber, and Häagen Dazs are Nestlé brands. So are Purina pet products..
Nestlé is so committed to sustainability in nutrition, health, and wellness that it produces a separate annual report dedicated to identifying, measuring, and reporting on its progress against literally dozens of sustainability goals. After reviewing this material, as I did, the reader can hardly imagine that Nestlé has any commitments other than social responsibility, though Nestlé is a for profit enterprise and doing very well as one.
Sometimes our strengths are also our weaknesses. Nestlé is a strong contender to be the most empathic corporation on the planet, regardless of how one chooses to define empathy. Yet it did not even get on Belinda Parmar’s Empathy Index. What gives? A single blind spot in the 1970s, in which Nestlé leadership thought it saw a long term growth opportunity in infant (baby) formula, got in the way. Given the population growth in parts of Asia and Africa, Nestlé thought it could steal a march on the competition.
Nestlé had been a force in infant formula, especially for those babies whose mothers are unable to nurse due to illness or when it comes time to wean the infant. Yet it looks like corporate planners projected first world infrastructure onto the third world in an apparent breakdown in empathic understanding and interpretation. A world of good work and good will was destroyed or at least put at extreme risk.
Nestlé’s marketing of baby formula has created an enduring controversy. Starting in the 1970s Nestlé has been the target of a boycott based on the way that Nestlé marketed baby formula in the developing world.[i] From a public relations perspective, it has been a breakdown, if not a train wreck. The initial issue was supposedly that Nestlé was too aggressive in marketing baby formulation as a substitute for breast feeding. However, when one looks at the details, the issue really seems to be empathizing with the practice of breast feeding, given life in many third world countries. A breakdown in empathy?
The third world often lacks clean water, reliable power for sterilization of baby bottles, instruction labels in local languages that can be read and understood and followed by possibly illiterate or partially literate mothers. If the mother is healthy and lactating, breast feeding is a strong candidate to be the preferred method of infant feeding.
I have been known to say: “We don’t need more data, we need expanded empathy.” But, truth be told, both are required here.
Infant morbidity and mortality is reportedly three to six times greater for those infants using formula than for those who are breast fed.[ii]Nestlé responds—with a stance whose empathy is questionable—with a defensive conversation about compliance. Nestlé states that it fully complies with the 34th World Health Assembly code for marketing infant formula.
Nestlé’s Annual Review 2016 states with expanded empathy:
We support and promote breastfeeding as it is the best start a baby can have in life. In cases when breastfeeding is not possible due to medical or physical conditions, infant formula is the only breast-milk substitute recognised by the World Health Organisation. Nestlé Nutrition provides high-quality, innovative, science-proven nutrition for mothers and infants to help them start healthy and stay healthy during the critical first 1000 days.[iii]
But the matter is complex. IBFAN (the International Baby Formula Action Network) states that Nestlé distributes free formula in hospitals and maternity wards in the third world. This seems literally like manna from heaven; but the free formula lasts only long enough for lactation to stop (“lactation,” of course, being the naturally occurring production of breast milk after the woman gives birth).
After leaving the hospital, the formula is no longer free, but because lactation has ceased, the family must buy the formula. Gotcha?! IBFAN also asserts that Nestlé uses “humanitarian aid” to jump start markets and does not label its products in the language spoken in the country where the product is sold. “Humanitarian aid” is not marketing, but then again maybe such “aid” has similar, if unintended, consequences as “free samples” in marketing. Further, IBFAN asserts that Nestlé offers gifts and sponsorship to influence health workers to promote its products.
Nestlé denies these allegations, and states that it is responsive, and ongoing steps are being taken to remedy the situation.[iv] Never was it truer that empathic interpretation is a dynamic process.
One person’s empathic responsibility is another person’s unempathic irresponsibility. Note that the duck-rabbit (see Figure 4, cited above, p. 182) maps to a single continuous line on the page. It is the “objective” reality of the line itself that starts resonating, flipping back and forth, when it encounters the human perception system. Perhaps it was just too complicated and controversial to include Nestlé in the Empathy Index, formulated by Belinda Parmer’s process.
Any corporation that commits to practicing empathy will find its commitment challenged in ways that an Empathy Index (as currently defined) cannot imagine—or capture.
So popularity contests are likely to remain the preferred method of expanding empathy in marketing departments, especially among those who are—you guessed it—popular! The easy way out? Among those who decide to do the tough work of empathy, acknowledging inauthenticities and cleaning up integrity outages, a corporation can practice empathy at a high level and also have a reputation that is (in)distinguishable from the tar-like asphalt that randomly washes up on the beach after an oil spill.
Empathy in the corporate environment is “trending,” but remains a work-in-progress with many trade-offs and opportunities for debate. Still, the battle is joined.
The challenge is to see the empathic forest for the trees. Corporate empathy means many things. In corporate speak, “empathy” becomes a synonym for “employee benefits,” “social responsibility,” “executive ethics,” “favorable feedback from employees,” and “team building.” For example, input to Parmar’s Empathy Index includes “carbon footprint,” “number of women on the Board,” and reputation on social networking media. Carbon footprint?
Connecting the dots between empathy and carbon footprint is definitely a work-in-progress.
Follow the money. Definitely. But do not follow it off a cliff.
Stake-holders—people who buy stocks or bonds in a publically traded company—give money to the company. They want money back in turn—cash flow or profit or both. Don’t tell me about empathy; show me the money!
Although some investors are interested in social responsibility, most investors are interested in profit. They are not asking for empathy or even particularly interested in empathy, unless they decide it can make money for them. As Chris Janson, country western, singer says: “They say money can’t buy happiness. [Pause.] But it can buy me a boat—and a truck to pull it.” Funny. The suspicion is that the good ol’ boy doesn’t get enough empathy from the supervisor down at the saw mill, and needs to get away to go fishin’, which, in turn, simulates an experience like stress reduction, a major result of empathy.
Saying that the purpose of business is to make money is like saying the purpose of life is to breathe. Keep breathing—and make money—by all means. But the purpose of life is to find satisfaction in one’s work, raise a family, write the great American novel (it’s good work if you can get it!), experience one’s efforts as contributing to the community and making a difference.
Likewise with business. Business is about delivering human value and satisfying human demands and goals, whether nutrition, housing, transportation, communication, waste disposal, health, risk management, education, entertainment, and so on. Even luxury and conspicuous consumption are human values, which show up as market demands.
The customer with a complaint is an example of supply and demand. The customer is “demanding” a product or service that satisfies the real or implied service level agreement. What is often not appreciated is that the customer is also often demanding empathy as part of the service level agreement.
Which direction is the empathy travelling? From employee to customer? From supervisor to employee? From executive to stake-holder? The one who gets paid the money provides the empathy along with the produce or service. Even fairly abstract financial instruments such as insurance and hedging future prices in commodities such as wheat or oil have a valid function in risk management and so have an empathic core of managing hope and fear about the future. The one exception I can think of? Trading derivatives and derivatives of derivatives becomes a formal financial form of gambling. Absent empathy, some people find that gambling provides them with the stimulation they require to feel alive.
One may argue that transportation does not require a Lamborghini and that a Honda Civic will do quite well, thank you; but the debate is still about the experience of brand equity, which is a proxy for empathy like “carbon footprint.” The purpose is to create satisfied customers, suppliers, buyers, sellers, and partners. Review the above-cited quote from Jack Welch that “shareholder value is a result, not a strategy” (see p. 274 above). If one does these things well, addressing a demand in the market, the money shows up.
In conclusion, business people “get it”—empathy is good for business. Profit is a result of business strategy, implementation, and operations, not “the why” that motivates commercial enterprise. And if profit shows up that way (as the “the why”), then you can be sure that, with the possible exception of index derivative hedging, it is a caricature of business and a limiting factor. Business prospers or fails based on its value chain and commitment to delivering value for clients and consumers. However, as noted, some of the things that make people good at business make people relatively poor empathizers.
Business leaders lose contact with what clients and consumers are experiencing as the leaders get entangled in solving legal issues, reacting to the competition, or implementing the technologies required to sustain operations. Yet empathy is never needed more than when it seems there is no time or place for it. This is a challenge to be engaged and overcome.
What to do about it? Practice expanded empathy. Empathy is on the critical path to serving customers, segmenting markets, positioning products (and substitutes), psyching out the competition—not exactly empathy but close enough?—building teams and being a leader who actually has followers. Empathy makes the difference for contributors to the enterprise at all levels between banging on a rock with a hammer and building a cathedral. The motions are the same. When the application of empathy exposes and strengthens the foundation of community, then expanding empathy becomes synonymous with expanding the business.
Building customer communities, building stakeholder communities, building teams that work, are the basis for product innovation, brand loyalty, employee commitment, satisfied service level agreements, and sustained or growing market share. Can revenue be far behind? Sometimes leaders don’t need more data, leaders need expanded empathy, though ultimately both are on the path to satisfied buyers, employees, and stakeholders. If the product or service is wrappered in empathy, has an empathic component as part of the service level agreement, gets traction in the market, and beats the competition’s less empathic offering, then we have the ultimate validation of empathy. We do not just have empathy. We have empathy, capitalist tool.
[i] Belinda Parmar. (2016). Corporate empathy is not an oxymoron, Harvard Business Review: https://hbr.org/2015/01/corporate-empathy-is-not-an-oxymoron [checked on June 30, 2017]. This article includes the complete list of 100 companies.
[ii] Simon Baron-Cohen. (2011). The Science of Evil: On Empathy and the Origins of Cruelty. New York: Basic Books (Perseus).
[iii] Belinda Parmar. (2016). The most empathetic companies. 2016. Harvard Business Review, 12/20/2016: https://hbr.org/2016/12/the-most-and-least-empathetic-companies-2016 [checked on June 30, 2017].
[iv] Parmar 2016.
[i] Anonymous Contributors. (nd). Nestlé boycott, Wikipedia: https://en.wikipedia.org/wiki/Nestlé_boycott [checked on August 15, 2017].
[ii] Ibid., Nestlé boycott, Wikipedia
[iii] Nestlé Annual Review 2016: https://www.nestle.com/asset-library/documents/library/documents/an nual_reports/2016-annual-review-en.pdf: 20 [checked on 12/11/2017]. Note that Nestlé produces three (3) corporate annual reports every year. One for Nestlé International; one for Nestlé USA; and a third on Nestlé’s measurable commitments to social responsibility.
[iv] Op. cit.: Nestlé boycott, Wikipedia.
(c) Lou Agosta, PhD and the Chicago Empathy Project
Empathy: Capitalist Tool (Part 2): “CEO” now means “Chief Empathy Officer”
Listen on Spotify: https://open.spotify.com/show/6nngUdemxAnCd2B2wfw6Q6
“CEO” no longer means “Chief Executive Officer,” but “Chief Empathy Officer.” This time one can hear the groans—from the executive suite, not the cubicles.
Empathy is one of those things that are hard to delegate. This role shows up like another job responsibility with which the CEO of the organization is tasked—along with everything else that she already has to do. As if she did not already have enough alligators snapping at various parts of her anatomy, one has to be nice about it, too? But of course empathy is not niceness, though it is not about being un-nice. It is about knowing what others are experiencing, because one has a vicarious experience and then processing that further to expand boundaries and exercise leadership.
This puts me in mind of a mini-case-history reported by Annie McKee in the Harvard Business Review (HBR).[i] In this case, an up and coming executive, Miguel (not his real name), goes from turning around many struggling divisions in a multi-divisional corporation to a kind of identity crisis about who he authentically is in relation to the possibility of empathy. Miguel is a wizard at finding profit and weeding out waste. Miguel goes from division to division (each big enough to be a separate company) working his financial wizardry. It seems to work.
If the case sounds like a thinly disguised version of the career of Jack Welch, who was CEO of the multi-divisional General Electric (GE) from 1981 to 2001, then so be it. Welch retired from GE with a package estimated at $417 million.[ii] According to some reports, Welch was nicknamed “Neutron Jack,” because, like the neutron bomb, he eliminated the people while leaving the buildings and the profits standing.
Welch innovated a management approach called “rank and yank,” now widely imitated. Each year, the bottom 10% of his managers, regardless of absolute performance, would be let go. Those in the top 20% were amply rewarded with bonuses and stock options, which were extended liberally from top executives to nearly one third of all GE employees.
Welch reportedly fought against, but did not solve, the chronic problem of Wall Street pressure to sacrifice the sustainability of long term growth for short term profit. Welch railed against the very system that he outfoxed brilliantly over a twenty year career as CEO, but, note well, only after he got his payout.
Regarding shareholder value, Welch said in a Financial Times interview on the global financial crisis of 2008–2009: “On the face of it, shareholder value is the dumbest idea in the world. Shareholder value is a result, not a strategy […] your main constituencies are your employees, your customers and your products.”[iii]
Now you are going to expect me to say this method was the epitome of lack of empathy, and from the perspective of the employees whose jobs were eliminated, it definitely lands that way. Yet that is precisely what Welch was hired to do. Thus, the context.
Next act, quick scene change back to Miguel. In McKee’s HBR mini-case-history, his corporate superiors inform Miguel that those employees who survived his restructurings now hate their jobs, teams are dysfunctional, and the “by the numbers” culture has become toxic. (I believe this did not happen at GE.) Miguel is told “fix it” or he will never become CEO (which is apparently part of his agreement and expectation).
Miguel hires Professor McKee as his empathy consultant, and he is making slow, all-too-slow, progress working with her in expanding his empathy when another set-back occurs. Miguel’s wife throws down the gauntlet, pointing out that he is never available for her and the kids even when he is supposedly physically present. This hits home, literally. This inspires Miguel to expand his practice of empathy to a new level. He commits to learning how to listen, relate to others as a contribution, walk in their shoes, and respond empathically.
Thanks to Miguel’s renewed commitment—and McKee’s consulting and coaching—the empathy training works. Miguel expands his empathy in time. All live happily (and empathically) ever after, both at home and on the job, in this “just so” story.
However, in the real world, the Miguel and Welch narratives dramatically diverge—as do fiction and nonfiction. As a celebrity CEO, the dynamics of Jack Welch’s personal vicissitudes were played out in the public press, so they are readily available to the interested gossip—I mean reader—and the details of Welch’s three divorces will not be rehearsed further here. This speaks volumes to most ordinary humans. Thus, the lives of the rich and famous.
The empathy lesson? There is an cost and impact to every initiative and project. The cost and impact extend to empathy. Empathy is expanded or contracted. There is a cost and impact to “rank and yank,” even for those doing the ranking (though, of course, especially for those who are “yanked”).
No one needs to feel sorry for anyone, reportedly the “yanked” walked away with nice packages, but this is not for the faint of heart. On a happier note, Welch goes on to found a management school, the Jack Welch Institute, in an initiative designed to rationalize and replicate the business methods and financial “magic” that he developed at GE. Some thirty-five CEOs heading corporations today have been trained in his method (mostly at GE, not his theme-branded school). The principles Welch developed are also delivered at business schools such as MIT’s Sloan School of Management. With the case of Welch in the background, one realizes that the mini-case-history of Miguel really does indeed conceal an alternative point of view. However, “alternative” does not mean “inaccurate,” but a re-description of events that points to a hidden empathic breakdown.
Miguel was doing exactly what his corporate superiors asked him to do. If the financial results were not sustainable after his departure, this was so much “regression to the mean.” Even the average profitability of the companies identified by the celebrated In Search of Excellence by Thomas Peters and Robert Waterman dropped sharply within a few years in the absence of sustained leadership. “Regression to the mean” means literally that when one performs above average now, get ready for one to perform below average later; when one performs below average now, get ready to perform above average later. The boss will predictably approve of the above-average performance and disapprove of the below-average one; but the subsequent performance is governed by “regression to the mean,” not the boss’ approval or disapproval.
For all the ambiguous comments made about Jack Welch such as “Neutron Jack,” he managed to create an entrepreneurial spirit in a giant, multi-divisional bureaucracy. Now that was both the good news and the bad news. For those employees looking to put in their time, performing routine tasks—and conforming—prior to collecting a pension, that was bad news. It demanded a way of relating to possibility that required innovation and transformation that was ultimately career ending for those individuals.
To his enduring credit, Welch inspired an approach to creating possibilities by his own example that he called “boundaryless.” In short, he broke down organizational silos by giving permission to cross boundaries between traditional functions in search of possibilities, i.e., innovations. The boundary crossing sounds like the skillful use of empathy in building and managing cross functional teams.
Welch formed cross-functional teams to brain storm and implement possibilities that had not previously been envisioned. He championed ideas and possibilities for improvement regardless of whether the ideas came from inside or outside the company. “This is the way things have always been done” became the wrong answer, or at least no longer the default reply. Note that “boundless” behavior should not be confused with boundary violations. Empathy is about crossing boundaries to give the other person the possibility of breakthrough contribution, doing so with respect and recognition, and in a way that preserves the integrity of the boundary.
Welch was in charge at GE for twenty years; he had sufficient time to train divisional leaders in sustaining his practices; and retain them in charge of the divisions he had restructured. During his tenure at GE, the company’s value reportedly rose some 4,000%.[iv] If that is not sustained value, I would not know it.
Meanwhile, Miguel’s bosses asked him to put relatively short term financial results ahead of team building, retaining the best people, entrepreneurial informality, and, like a good leader, he made it work—for a while. He made it work until the bosses decided they did not want him to do that anymore. Surprise! Then they told him, “Fix it or you’re gone!” Miguel’s listening—a key component of empathy—was operating at an advanced level. He listened well; and he gave his superiors back precisely what he got from them—and what they asked of him. It turns out his superiors didn’t like it as much as they thought they would.
It does put one in mind of the example of George M. Pullman, who is no longer the model for employer-employee relations. Pullman ordered the workers fired when they presented him with a petition in protest of a 25% reduction in wages.[v] Pullman as Miguel’s boss? Miguel’s superiors changed their minds, having gotten the benefits of the “rank and yank” approach. Boards are allowed to change their collective mind (and minds), and were now looking for a CEO more like Walt Disney, Marshall Fields, perhaps Warren Buffet or Sam Walton, after the latter had made their first billion dollars, and could afford to throttle back a notch, cultivating a kinder, gentler image.
My redescription of events? While it is accurate that Miguel was innovating with his own version of Neutron Jack, Miguel was also on the receiving end of the breakdown in empathy. He could not give what he did not get, and, by the time his corporate superiors figured out what they wanted, Miguel had perfected his version of the Roman invasion of Britain. The surviving Brits were reported to have said: “The Romans ‘make peace’ by creating a desert.” The Brits were not referring to an “empathy desert,” but the idea is similar. McKee’s case history is a nice narrative and a useful cautionary tale. However, the tale lacks credibility and confronts us with the next challenge, empathy: capitalist tool.
Empathy: Capitalist tool
“The Lone Ranger” is a vanishing breed in today’s corporation. Modern work, from the upper echelons of the corporate hierarchy to the bottom levels of the lowest cubicle, requires empathy.
Whether sales person, software developer, accountant, or business leader, one has got to be “a team player,” “willing to go above and beyond the call of duty,” spend long hours on business travel, and be cheerful about it. One has got to get in touch with one’s empathy; and use one’s empathy to satisfy customers, teammates, stake-holders, and superiors.
In short, empathy is now a capitalist tool. Managers need to apply ample empathic skills. Managers are required to keep workers contented so that the workers can be productive. Managers are now coaches, facilitating employees feeling valued, so employees are emotionally invested in contributing to the team, team spirit, and the long hours and frequently uninspiring routine work required as a project hits “crunch time.”
Both managers and line employees must be able to turn empathy “on” for customers; “on” for team work; “on” for co-workers; but “off” for the competition; “off” for efficiency and discipline; and “off” for compliance and rule following. This ability to turn empathy “on” and “off” implies an approach that this book has questioned in arguing that empathy is a dial or tuner rather than an “on-off” switch. However, even if, for the sake of argument, we imagine empathy as an “on-off” switch, this calls for a level of skill in regulating empathy in which most people lack practical skill.
Consider. Customers pay their good, hard earned money for products and services, and it is a low bar to say that customers are entitled to be listened to, treated with dignity, and responded to empathically by a corporation and its representatives. The empathic engagement with and treatment of customers is demonstrably a rewarding investment.
How about employees? As a person moves into the work force, he is empathic because those in authority advocate for it as a form of team building. It is important that one be empathic in addressing the issues and concerns of co-workers, customers, and stake-holders.
Employees who feel that they are “gotten as a possibility” by their company are emotionally invested in the success of the company. They are inspired to go the extra mile to deliver value on their agreements, make extra effort for the team, and see their personal contribution in terms of the big picture. They are not just stone cutters banging away at a rock with a hammer; they are building a cathedral.
Neither the employee nor the manager “above” him have been trained in empathy, and it is not a part of their job description, at least in any explicit way. Though there are dozens of training firms in everything from compliance to conflict resolution, the number of individuals and firms in North American and the European Union delivering empathy training can be counted on the fingers of one hand. While that may be changing, expecting CEO’s to give empathy when they are not in touch with their own empathy, makes no sense. Nor is it fair either to the leader or would-be recipient. Welcome to the age of Machiavellian empathy!
Niccolò Machiavelli (1469–1527) was famous for saying that it would be best if the leader—the Prince, in his day—was loved, but it is essential that he be feared.
Machiavelli never actually said that the ruler, the Prince, must be perceived to be empathic, even as he ruthlessly wields power behind the scenes. But that is what he implied. In the context of politics, Machiavellian empathy refers to politicians who present themselves as being empathic while manipulating, spinning alternative facts, double dealing, and so on, behind the scenes. Machiavellian empathy shows up in business, too. If managers are not in touch with their empathic abilities, they are counseled to “fake it till you make it.” Many never “make it” and continue “faking it.”
Whether or not one authentically understands the experience of the other person is less relevant to the Machiavellian Empath than scoring points on a check list of concerned behavior.
Is this then the ultimate cynical moment? Is this the ultimate easy way out? Is this the reduction to absurdity of empathy? If empathy is about setting boundaries, where is the boundary? While not a complete response, one distinct limit to Machiavellian empathy is Lincoln’s famous saying, “You can’t fool all the people all the time.” Ask Travis Kapernick, Bernie Madoff, or Harvey Weinberg.[vi]
Strictly speaking, Machiavellian empathy takes nothing away from empathy’s intrinsic benefits and uses. Even if one wants to present the appearance of being empathic for propaganda (i.e., marketing) purposes, while continuing to operate with dubious business practices behind the scenes, reality has a way of catching up with appearances. Amazon said it was a wonderful place to work. Then the New York Times got some employees to comment on the record about “mean” behavior.[vii] Uber was disrupting the disrupters and creating the Gig Economy, which supposedly set us free. Then a driver, who was not in touch with that supposed freedom, unwittingly interviewed the CEO, Travis Kapernick, on camera.[viii]
So far as we can tell at this writing, neither of these breakdowns has resulted in breakthroughs. There is no guarantee that the Machiavellian Empath will slip up and document his or her own inauthenticity for us; it rarely happens rapidly enough; but it happens.
Empathy deserts grow: Woe to those that harbor empathy deserts!
Capitalism organizes empathy along with workers and production processes. Under capitalism, empathy is a means, not an end dedicated to the satisfaction of human needs, aspirations, and demands. (When the word “demand” is used, think “supply and demand” for products and services in a market.) Some workplaces are empathy deserts in spite of the appearance of mangers with published “open door” policies.[ix] Key term: empathy desert. After a day at the office, people often feel as if their personality had been erased. One’s humanity withers in the desert. So if you find yourself feeling dehumanized by your job, maybe you work in one of those, regardless of the prevailing rhetoric.
Instead of the industrial supervisor shouting orders to his workers, who curse under their breath and conform to the orders, today’s managers employ therapeutic strategies to create a convivial environment of trust, relatedness, sociality, loyalty, and care. Happy people sell. Happy people write more software code with fewer bugs. Happy people deliver projects on time, on budget. Value creation in the late capitalist economy is a function of the exchange of emotion and empathy.[x]
The way “empathy” is used in the business media today, it means that corporations innovate in providing benefits to their employees. Many of these benefits enable employees to get away from the job and restore aspects of their humanity that are hard to maintain in the “corporate jungle” (or desert). It means that firms return to their employees some of the revenues that the employees earn for the firm by providing services. Such a proliferation of meanings may be a phase that empathy has to go through before we can really grasp how it essentially makes a difference.
For example, Procter & Gamble offers a personal leave of absence, which the employee can use to engage in a “life project.” Up to three months off without pay—but with continued benefits—allows the employee to pursue a personal “life project,” and, P&G to retain valuable talent, since the employee returns to work after the sabbatical.[xi] Though Human Resources (HR) has to approve the project, the benefit can be used to: complete writing a PhD or masters thesis that requires dedicated time on task for writing and research; design and implement a database tracking system for a social justice issue for Amnesty International or Doctors Without Borders; trek to Nepal and attempt to climb an 8K meter high mountain; sail around the world.
At Google (Alphabet) parental leave is a benefit: Moms get up to 18 weeks of paid leave; Dads get six. The company also pays “baby bonding bucks” to help with initial expenses such as formula and diapers.
Prudential Financial is addressing the employee challenge of being a care-giver for a parent or relative by providing adult care in an employee or loved one’s home. The company provides referrals to geriatric care services as well as elder law and adult care-giving seminars.
IBM contracts with an educational firm to provide a “get into college coach” for its employees with children applying to college. They will not write the admissions essay for the children, but provide detailed guidance as to what different colleges are looking for, test scores, grade point average, and cultural preferences. All these are valuable in reducing parental (i.e., employee) stress. Note this is one corporate benefit that does not require the employee to leave work. Sensibly enough, the worker continues to work, presumably to pay college tuition, while “out sourcing” some of the elaborate, complex project planning needed by the student actually to get into college. Win-win all around.
While my work has repeatedly emphasized that there is enough empathy to go around, empathy is not uniformly distributed. How could it be? Executives who are talented at dealing empathically with customer issues may be less skilled at dealing empathically with employees; and those skilled at dealing empathically with employee issues may be less skilled at dealing empathically with union negotiations, the press, or business partners and competitors (who may be one and the same).
Arguably, empathy flows from those with more power towards those on the front line engaging with customers. However, if the customer is big enough, for example, contemplating buying a fleet of jets or a global enterprise software system, the ultimate sales person turns out precisely to be the CEO or her close colleagues. The executive suite is now on the front line. But who trained those leaders—or any one—in empathy? If we gave the executive (or front line help desk person) the kind of empathy exam described above by Leslie Jameson, in which an actor learns a script, portrays a client with a problem, in effect being a “secret shopper,” what would be the grade (see p. 121 above)? While we may never know for sure, I predict that the grade will be lower than if the executive fills out a self-assessment in which one can pick out the “right answer” based on common sense and an appreciation of kindness. Thus, the case for expanding empathy through training.
[i] McKee, Annie. (2016). If you can’t empathize with your employees, you’d better learn to, Harvard Business Review, November 16, 2016.
[ii] Anonymous Contributors. (nd). Jack Welch. Wikipedia: https://en.wikipedia.org/wiki/Jack_ Welch [checked on June 30, 2017].
[iii] Ibid, Jack Welch, Wikipedia
[iv] Ibid, Jack Welch, Wikipedia
[v] Melvin Urovsky. (1998). Pullman strike, Britannica Online: https://www.britannica.com/event/ Pullman-Strike.
[vi] Meanwhile, more breaking news, as this book goes to press, some 49 men stand accused of sexual misconduct in various workplaces extending from Harvey Weinstein’s Hollywood production company (from which he was fired) through venture capital to restaurant businesses:
https://www.nytimes.com/interactive/2017/11/10/us/men-accused-sexualmisconductweinstein.html?_r=0. The problem is that, while it is good that this abuse is finally coming out, it has been hidden in plain for years and years. See Harry Markopolis’ (2010) statement in a different context above, “no one would listen.” Where is Lord Acton when we need him? Lord Acton said: “Power corrupts; and absolute power corrupts absolutely.”
[vii] Kantor and Streitfeld 2015..
[viii] Seyluk 2017.
[ix] Roman Krznaric (2104) quoted in Belinda Parmar (2014) The Empathy Era: Woman, Business and the New Pathway to Profit, London: Lady Geek: 91. Parmar does not cite a page in Krznaric.
[x] Tristam Vivian Adams. (2016). The Psychopath Factory: How Capitalism Organises Empathy. London: Repeater Books: 56–77.
[xi] Matt Krumie. (2016). Ten companies putting empathy into action, Cornerstone On Demand: https://www.cornerstoneondemand.com/rework/10-companies-putting-empathy-action [checked on July 03, 2017].
(c) Lou Agosta, PhD and the Chicago Empathy Project
Empathy: Capitalist Tool (Part 1): The Empathy Deficit in Business is Getting Attention
The empathy deficit in business is getting attention
Listen to podcast on Spotify or via Anchor: https://anchor.fm/lou-agosta-phd/episodes/Empathy-Capitalist-Tool-Part-1-The-Empathy-Deficit-in-Business-is-Getting-Attention-e18tlcn
Children and parents get it. Nurses and doctors get it. Teachers and students get it. Couples get it. Consultants and clients get it. Neighbors get it. What about business people? Do they “get it”—that empathy produces results? Practicing empathy is a neglected opportunity in business. The qualities, practices, and behaviors that help a person build a business sometimes work against expanding the person’s empathy.
An executive’s ego, opinion, expertise, and attachment to being right raise the bar on empathizing with others, who may have diverging mind sets. Hard charging entrepreneurs find it hard to let go of their status or set aside the lessons learned as they came up through the ranks. Executives and managers lose touch with the experiences, perceptions, and perspectives of customers, employees, and stake-holders.
The urgent drives out the important. Management effort and time are monopolized responding to competitive pressures, compliance issues, legal challenges, and solving technology problems.[i] For example, according to a report from Businessolver, a human resources and talent consultancy, some 60% of executives believe that their organizations are empathic, whereas 24% of their employees agree.[ii] An empathy deficit?
The stress of operating the business—deadlines, financial issues, staffing crises, software breakdowns, competition, litigation—drive out empathy and a deep appreciation that a commitment to empathy is good for business. The disconnect is substantial between perceptions in the executive suite and in the cubicles of workers and the front line, customer-facing staff.
Ironically, the empathic practices such as the receptive, interpretive, and responsive processes described in detail in this work (as opposed to compassion) are what are most urgently needed in dealing with customer demands, employee crises, negotiations with competitors, vendors, clients, and one’s own budgeting authorities and board, optimally resolving conflicts with reduced cost and impact.
When I ask business leaders what is their budget for empathy training, the response is often a blank stare. Zero. However, when I ask the person what is the budget for expanded teamwork, reduced conflict, enhanced productivity, commitment to organizational goals, taking ownership of outcomes, product and service innovations, then it turns out that budget exists after all. Empathy makes a difference in connecting the dots between business skills and performance. Empathy contributes to results in a powerful way by engaging the staff’s energies and commitments at a fundamental level.
While every business has its own distinct commitments, in many ways, the basic empathy training in business is the same as empathy training in every other context.
The training consists in surfacing and driving out the cynicism, denial, shame, implicit threats, and pressure that many business people experience in their communications. Empathy then spontaneously comes forth and expands the space of possibilities to do business. This does not mean that businesses do not have their own blind spots when it comes to empathy. They do. Therefore, let us take a step back and look at what it is going to take.
An appreciation of the value of empathy to promote breakthrough results often starts in sales. In business, the sales people get it. Developing empathy with customers is good for business.
Even the cynical sales person recognizes that putting oneself in another person’s shoes is a good method of selling them another pair.[iii] The sales person gives the prospect some empathy. Shazam! The customer calls you to close the deal. Wouldn’t it be nice?
Yet the basic idea is straightforward. When the customer appreciates that the sales person is interested in the customer’s requirements, that the sales person is listening, then the customer is likely to open up and candidly share what is stressing him—budget, deadlines, internal politics, market dynamics, or the competition.
When the prospective customer feels that the sales person has understood him, the chance is significantly expanded that he will prefer to purchase the product or service from the empathic representative. Once the customer feels the sales person is listening, the customer will share details about his needs, vulnerabilities, and shortcomings, including those about which he might otherwise be defensive, enabling the sales person to position the product or service as a solution to the perceived problem.
This is not “new news.” In 1964, in the Harvard Business Review—not exactly an obscure, backwater publication—David Mayer and Herbert M. Greenberg called out the two basic qualities that any good sales person must have: empathy and ego drive. These authors define “empathy” as the central ability to feel as other people feel in the context of selling them a product or service.
In Mayer and Greenberg’s article, the sales staff were trained to interrupt themselves when they found that they were reacting defensively to customer complaints, whether legitimate or not, whether solvable or not. Stop—hit the pause button before responding. Instead of reacting to the complaint, the sales person was trained to “get” the complaint and to communicate back to the customer that he “got it,” namely, that the customer was upset (or whatever the customer was self-expressed about).
The sales person was trained to acknowledge that a breakdown had occurred. Key term: breakdown. The sales person was trained to acknowledge the complaint by calling it out: “This is a break down!” Even if the customer is inaccurate or wrong in his complaint about some detail, the customer is always—the customer.
By definition, the breakdown in the product or service occurs against the expectation of customer satisfaction. The relationship between the buyer and seller is itself in breakdown against the expectation of satisfaction. This does not rule out the possibility that additional training is needed on the part of the customer about product features or the service level agreement; but such training is substantially different from a defensive reaction.
The next step is repairing, fixing, or at least managing the cause of the complaint: the respondent then solicits additional feedback and details as to the complaint, i.e., what went wrong. The empathic response includes what one is going to do about the breakdown and by when.
The committed listening, that is, empathy, creates a clearing for communication, improving the sales process, and restoring authenticity to the relationship when integrity has gone missing. While there are no guarantees, customers treated in such a way tend to stick. Repeat business, maximizing revenue over the lifetime of the relationship, is one of the outcomes. [iv]
The empathic leader meets “economic man”
Development Dimensions, Intl., (DDI) identifies empathy as one of the critical success factors in executive leadership. One of the leading talent development corporations in the market, DDI’s report on High Resolution Leadership identifies empathy as an emotional quotient (EQ) “anchor skill.”
Empathy provides the foundation for interpersonal leadership skills such as developing subordinates, building the consensus for action, encouraging engagement, supporting self-esteem, and taking responsibility.[v]
In the DDI study, listening and responding with empathy were demonstrated by 40% of executives profiled (as opposed to 71% whodemonstrated taking responsibility or 54% who demonstrated building agreement on actions to take).
The conclusion is that, as regards empathy, the majority of leaders have room for expanding their performance. The good news is that, using interventions designed to expand empathy, the empathy skills needed to drive business results are within reach. [vi]
Thus, the empathy deficit in business is getting attention. Empathy is moving to the foreground. The role and contribution of empathy to business results is penetrating the awareness of leaders, managers, staff, and stake-holders.
Closely related to the challenge of closing the empathy deficit in business is the challenge that “economic man” is significantly different than man as such. Let’s define our terms.
The person who conducts transactions in the market is defined in business school as economic man—homo economicus. The latter is significantly different than man, the human being as such. The person (man) in the economic theory is rational, selfish, and her or his tastes do not change.
Business practices assume the organization is engaging with customers, employees, stake-holders, and leaders who fit the model of economic man. Human beings, on the other hand, do not. Most people in business do not know anyone who fits the description of economic man. Why then are we so busy trying to do business with him when he does not even exist?
Unlike the person described in economics in business schools, humans are limited in their reasonableness. Humans are diverse and inconsistent in their preferences. Humans are even limited in their selfishness, being generous and compassionate in unpredictable ways.
The issue? Nobel Prize winning economist Gary Becker’s rational choice theory (preference theory) in economics has been extended to many other aspects of life. Becker’s rational choice theory has been extended to areas as diverse as marriage, crime, and discrimination.
Generalizations from rational choice theory to the social sciences at large have been a growth industry in the social sciences. From the rich mixture of inconsistencies and contradictions that most people really are in life, the human being was translated into a function of rational, self-interested, and allegedly consistent preferences. The human as such has been simplified and redescribed as a rational, calculating engine of human behavior.[vii]
People are supposed to be consistent in their preferences and tastes. People are supposed to be logical and consistently obey the rules. But finding counter-examples is easy.
For example, if a person prefers coffee to hot chocolate and the person prefers hot chocolate to tea, then, according to this logic, the person is supposed to prefer coffee to tea. [Think: coffee > hot chocolate > tea; therefore, coffee > tea, according to the transitive rule, in which “>” means “prefers.”] But, no, it doesn’t work that way. Given all these personal preferences as indicated, the person still chooses tea instead of coffee. The person just prefers tea to coffee. The individual is from London!
Nothing inherently illogical exists in preferring coffee to hot chocolate and tea to coffee while also preferring hot chocolate to tea. Nothing unless one insists on making a dynamic network into a transitive sequence. So much for rational choice theory.
The lesson? Empathy as well as logic are required to understand decision making. Without allowing for the possibility of empathy, economics produces some strange results. People are not natural born statisticians, logicians, or gamblers, though the discipline of economics sometimes seems to assume so.
Still, testing a person’s decisions and preferences using probabilities, bets, and lotteries is an engaging exercise, and nothing is wrong in doing so. However, unless one also adds empathy to the mixture of economics and logic one misses something essential—the person!
Now, I apologize in advance to the reader for the technical terms, but in economics the chance of winning a bet is expressed as an “expected utility.” “Expected utility” is technical talk for “satisfaction” or “happiness.” (But nothing more than arithmetic is needed to get this. )
For example, in economics the expected utility of a 10% chance of winning a million dollars is $100K [.10 x 1,000,000 = 100,000] [note: K = 1,000]. If Jack and Jill both end up with a million dollars, they should enjoy the same expected utility, no? Remember, Jack and Jill are supposed to be rational, selfish, and consistent in their preferences. Now consider a counter-example:
Today Jack and Jill each have a million dollars.
Yesterday Jack had zero and Jill had two million dollars.
Are they equally happy? (Do they have the same utility?)
You do not need an advanced degree to know that today Jack is very happy and Jill is in despair. Yesterday Jack had zero; now he has a million dollars. Hurrah! Yesterday Jill had two million dollars; now she has only one million. Ouch!
We must be able to put our ourselves in the shoes of Jack and Jill and get a sense of their expectations. Sounds familiar?
These expectations, in turn, constrain their experience of satisfaction (i.e., happiness). To grasp the outcome in terms of their individual experiences, we need an empathic anchor or reference point in their expectations from which they begin. Empathy gives us access to an anchor point in their respective experiences.
Our empathy shows that outcomes are linked to feelings about the changes of one’s wealth rather than to states of wealth. The experience of value depends on the history of one’s wealth, not only the current state of it.
Yet another bold empathy lesson: People are strongly influenced by hope and fear. Empathy indicates that people attach values to gains and losses, and these are weighted differently than logical probabilities in decision making. This is not just saying that people are irrational, though that may be true enough at times, too. This says that people (and their behavior) frequently do not conform to the pattern of rationality, selfishness, and consistency in preferences.
Still, the matter is not hopeless for those committed to pattern matching in economics. People are frequently surprising, but sometimes in predictable ways. People are sometimes inconsistent, but one can sometimes predict those inconsistencies if one learns one’s empathy lessons.[viii] For example:
(1) People are risk averse due to fear of disappointment and regret. The empathy lesson is that people try to avoid risks even in situations where taking a risk is a good bet. “A good bet” is determined according to the probability calculation.
Consider: if a person had a 90% probability of winning a million dollars, he ought to accept $900K as a “sure thing” settlement, which settlement is logically equivalent to a 90% probability of winning the million dollars [.9 x 1,000K = 900K]. The 10% probability of not winning is an unlikely outcome, but still possible. The “unlikely outcome” often determines the result.
For example, law suits in cases of accidents and contract disputes produce settlements in trial law indicating that people will “settle for” $800K or even $750K for the possibility of knowing the outcome with certainty. For most people that is still a lot of money, and the possibility of having to live with the regret of missing the pay-off due to an unlikely outcome gets most people out of their comfort zone. They decide to settle.
Empathic receptivity to the possibility of disappointment and regret may usefully “override” the rational, self-interested, and consistent preferences that the purely economic person brings to the negotiations.
(2) People are risk seeking in the hope of getting an even larger gain instead of accepting a modest settlement.
This is why people bet on the state lottery where the chance of winning is vanishingly small. Such a bet is illogical, but common. We need expanded empathy to get a clue what is going on here.
The empathy lesson indicates that people are not buying a chance to win a big pot of money. Rather people are buying a chance to dream of the possibility of winning the big jackpot. “We are such stuff as dreams are made of,” said Shakespeare. The value is in the dreaming, that is, precisely in the possibility of the big jackpot, not the jackpot itself. That such a dream would more likely be the dream of a poor person rather than an affluent one is a further problem that invites attention.
If one looked rationally at the odds, one would not buy the ticket. No way. Clearly lotteries are popular, especially with the poor and “have nots.” The possibility of escaping from poverty is being manipulated in a cynical way by the establishment, and we citizens have all become “addicted” to the revenue stream.
The lottery budget and effort would be better devoted to job training and instruction in basic financial management, except now lotteries have become a source of revenue for local government and education. This is a breakdown in empathic understanding, which gives us our possibilities. It is hard not to become a tad cynical in considering that the poor are paying for education through lottery revenue, though they are often unprepared to benefit from or hindered from accessing the educational opportunity.
(3) People are risk seeking in the hope of avoiding a loss in situations in which simply stopping a project altogether would enable cutting their losses (rather than incurring additional likely losses). Defeat is difficult to accept. The empathy lesson is that people are attached to an ideal, in this case a losing cause, for reasons extending from perseverance, egoism, greed, risk aversion, fear of the unknown, all the way to idealism, romance, blind hope, and just plain stubbornness.
People (and businesses) facing a bad outcome manage to turn a survivable (but painful) failure into a complete meltdown. Desperate gambles often make a bad situation worse in exchange for a small hope of avoiding the loss at all. Businesses, individuals, and even countries, continue to expend resources long after they should blow the bugle, lower the flag, and leave, implementing an orderly retreat. Instead people (and organizations) persist in a lost cause until a rout becomes inevitable.
Business accounting teaches the basic idea of a “sunk cost.” Suppose Octopus, Inc., (OI) is building a new software system for $100 million dollars. OI has already spent $150 million. The project is over-budget. It is estimated to take another $55 million to complete the job. Suppose further that evidence of a new, breakthrough technology really exists. It would enable OI to develop the system from scratch for $25 million. What should OI do? The money already spent is a “sunk cost.” It should not influence the decision. Given the evidence that the new technology really works, the OI project leader should throw away the over-budget system and build the new one from scratch, spending $25 million and saving $30 million against the projected completion cost of the project. However, that is not what most project leaders would do.
Due to a sense of ownership of the over-budget project and a fear of the unknown in engaging the new technology, many project leaders double down on the investment in a losing proposition. In a breakdown of empathic interpretation, they continue to project their hopes and fears onto the old technology and, as the saying goes, throw good money after bad.
(4) People are risk averse due to a fear of a large loss and may rationally and usefully bet on a small chance of (avoiding) a large loss. This is why people buy insurance. The empathy lesson is that people are not merely buying protection against an unlikely disaster; they are buying peace of mind, the ability to get a good night’s sleep. If the negative event would have catastrophic consequences, creating a risk pool, in which everyone participates, spreading the risk in a manageable way, makes compelling sense. Note that certain risks such as war and civil insurrection (or a giant asteroid hitting the earth) are uninsurable. Insurance is a calculation, not a gamble against undefined odds. In general, the insurable risk must relate to individuals or subgroups and the occurrence of the risk should not destroy the infrastructure of the entire community, which needs to be intact to cover the insured risk.
Insurance was a brilliant business innovation that emerged at about the time of the European Renaissance as traders in the Netherlands—those frugal Dutch—were sending valuable but fragile ships to fetch precious cargo in far away lands. The risks and rewards were great. How to even out the odds? Insurance was born.
In our own time, one can see the irrationality, the unempathic response, and gaming of the system by special interests in health insurance in the USA where attempts were made to exclude the sickest people from the insurance pool through penalties for preexisting illnesses, combined with charging monopoly rents to the healthiest participants.
Insurance is often a “good bet” when an outcome that is highly unlikely but catastrophic can be managed by everyone (or a large group) incurring a small cost to spread the risk. But how to get everyone at risk into the pool? When told that people have no health insurance, some politicians are supposed to have said: “Let them pay cash!” In another context, in one the most spectacular breakdowns in empathic responsiveness in modern European political history, the French Queen, Marie Antoinette, was told that the people had no bread, and she is supposed to have said: “Let them eat cake!” Same idea?
Saying that the purpose of business is to make money is like saying the purpose of life is to breathe. Keep breathing—and make money—by all means. But the purpose of life is to find satisfaction in one’s work, raise a family, write the great American novel (it’s good work if you can get it!), experience one’s efforts as contributing to the community and making a difference.
Likewise with business. Business is about delivering human value and satisfying human demands and goals, whether nutrition, housing, transportation, communication, waste disposal, health, risk management, education, entertainment, and so on. Even luxury and conspicuous consumption are human values, which show up as market demands.
In conclusion, business people “get it”—empathy is good for business. Profit is a result of business strategy, implementation, and operations, not “the why” that motivates commercial enterprise. And if profit shows up that way (as the “the why”), then you can be sure that, with the possible exception of index derivative hedging, it is a caricature of business and a limiting factor. Business prospers or fails based on its value chain and commitment to delivering value for clients and consumers. However, as noted, some of the things that make people good at business make people relatively poor empathizers.
Business leaders lose contact with what clients and consumers are experiencing as the leaders get entangled in solving legal issues, reacting to the competition, or implementing the technologies required to sustain operations. Yet empathy is never needed more than when it seems there is no time or place for it. This is a challenge to be engaged and overcome.
What to do about it? Practice expanded empathy. Empathy is on the critical path to serving customers, segmenting markets, positioning products (and substitutes), psyching out the competition—not exactly empathy but close enough?—building teams and being a leader who actually has followers. Empathy makes the difference for contributors to the enterprise at all levels between banging on a rock with a hammer and building a cathedral. The motions are the same. When the application of empathy exposes and strengthens the foundation of community, then expanding empathy becomes synonymous with expanding the business. Building customer communities, building stakeholder communities, building teams that work, are the basis for product innovation, brand loyalty, employee commitment, satisfied service level agreements, and sustained or growing market share. Can revenue be far behind? Sometimes leaders don’t need more data, leaders need expanded empathy, though ultimately both are on the path to satisfied buyers, employees, and stakeholders. If the product or service is wrappered in empathy, has an empathic component as part of the service level agreement, gets traction in the market, and beats the competition’s less empathic offering, then we have the ultimate validation of empathy. We do not just have empathy. We have empathy Capitalist Tool!
Notes
[i] Katja Battarbee, Jane Fulton Suri, and Suzanne Gibbs Howard. (2012). Empathy on the edge: Scaling and sustaining a human-centered approach in the evolving practice of design, IDEO:
http://liphtml5.com/gqbv/uknt/basic [checked on 03/31/2017].
[ii] William Gentry. (2016). Rewards multiply with workplace empathy, Businessolver: http:// http://www.washingtonpost.com/sf/brand-connect/businessolver/rewards-multiply-with-workplace-empathy/ [checked on 03/31/2017].
[iii] Roman Krznaric. (2014). Empathy: Why It Matters, and How to Get It. New York: Perigree Book (Penguin): 120.
[iv] C.W. Von Bergen, Jr. and Robert E. Shealy. (1982). How’s your empathy? Training and Development Journal, November 1982: 22–28: http://homepages.se.edu/cvonbergen/files/2012/11/Hows-Your-Empathy.pdf [checked on 03/31/2017].
[v] Research Staff. (2016). High Resolution Leadership, Data Dimensions, Intl.: http://insight. ddiworld.com/High-Resolution-Leadership [checked on 03/31/2017].
[vi] William Gentry, Todd J. Weber, Golnaz Sadri. (2007). Empathy in the workplace: A tool for effective leadership, http://www.ccl.org/wp-content/uploads/2015/04/EmpathyInTheWorkplace.pdf [checked on 03/31/2017].
[vii] Bernard E. Harcourt. (2015). Exposed: Desire and Disobedience in the Digital Age. Cambridge, MA: Harvard University Press.
[viii] Daniel Kahneman. (2011). Thinking, Fast and Slow. New York: Farrar, Straus, and Giroux.
(c) Lou Agosta, PhD and the Chicago Empathy Project


