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Historical empathy, guns, and the strict construction of the US Constitution
I am sick at heart. This is hard stuff. All those kids. Teachers and principals, too, dying trying to defend the children. Everyone cute as button. Just as bad, I have to re-publish this article, since the needed breakthrough has not yet occurred. What to do about it? My proposal is to expand historical empathy. Really. Historical empathy is missing, and if we get some, expand it, something significant will shift.
Putting ourselves in the situation of people who lived years ago in a different historical place and time is a challenge to our empathy. It requires historical empathy. How do we get “our heads around” a world that was fundamentally different than our own? It is time – past time – to expand our historical empathy (Kohut 2020). For example …

Brown Bess, Single Shot Musket, standard with the British Army and American Colonies 1787
When the framers of the US Constitution developed the Bill of Rights, the “arms” named in the Second Amendment’s “right to keep and bear arms” referred to a single shot musket using black powder and lead ball as a bullet. The intention of the authors was to use such weapons for hunting, self-defense, arming the nascent US Armed Forces, and so on. No problem there. All the purposes are valid and lawful.
One thing is for sure and my historical empathy strongly indicates: Whatever the Founding Fathers intended with the Second Amendment, they did NOT intend: Sandy Hook. They did not intend Uvalde, Parkland, Columbine, Buffalo, NY, Tops Friendly. They did not intend some 119 school shootings since 2018. They did not intend a “a fair fight” between bad guys with automatic weapons and police with automatic weapons. The Founding Fathers did not intend wiping out a 4th grade class using automatic weapon(s). They did not intend heart breaking murder of innocent people, including children, everyone as cute as a button.
Now take a step back. I believe we should read the US Constitution literally on this point about the right to “keep and bear” a single shot musket using black powder and lead ball. The whole point of the “strict constructionist” approach – the approach of the distinguished, now late Supreme Court Justice Antonin Scalia, who passed away on Feb 13, 2016 – is to understand what the original framers of the Constitution had in mind at the time the document was drawn up and be true to that intention in so far as one can put oneself in their place. While this can be constraining, it can also be liberating.
Consider: No one in 1787 – or even 1950 – could have imagined that the fire power of an entire regiment would be placed in the hands of single individual with a single long gun able to deliver dozens of shots a minute with rapid reload ammo clips. (I will not debate semi-automatic versus automatic – the mass killer in LasVegas had an easy modification to turn a semi-automatic into an automatic.)
Unimaginable. Not even on the table.
This puts the “right” to “bear arms” in an entirely new context. You have got a right to a single shot musket, powder and ball. You have got a right to a single shot every two minutes, not ten rounds a second for minutes on end, or until the SWAT team arrives. The Founding Fathers did not intend the would-be killer being perversely self-expressed on social media to “out gun” school security staff who are equipped with a six shooter. Now the damage done by such a weapon as the Brown Bess should not be under-estimated. Yet the ability to cause mass casualties is strictly limited by the relatively slow process of reloading.
The Founding Fathers were in favor of self-defense, not in favor of causing mass casualties to make a point in the media. The intention of the Second Amendment is to be secure as one builds a farm in the western wilderness, not wipe out a 4th grade class. I think you can see where this is going.
Let us try a thought experiment. You know, how in Physics 101, you imagine taking a ride on a beam of light? I propose a thought experiment based on historical empathy: Issue every qualified citizen a brown bess musket, powder, and ball. What next?
Exactly what we are doing now! Okay, bang away guys. This is not funny – and yet, in a way, it is. A prospective SNL cold open? When the smoke clears, there is indeed damage, but it is orders of magnitude less than a single military style assault rifle weapon. When the smoke clears, all-too-often weapons are found to be in the hands of people who should not be allowed to touch them – the mentally unstable, those entangled in the criminal justice system, and those lacking in the training needed to use firearms safely.
More to the point, this argument needs to be better known in state legislatures, Congress, and the Supreme Court. All of a sudden the strict constructionists are sounding more “loose” and the “loose” constructionist, more strict. It would be a conversation worth having.
The larger question is what is the relationship between arbitrary advances in technology and the US Constitution. The short answer? Technology is supposed to be value neutral – one can use a hammer to build a house and take shelter from the elements or to bludgeon your innocent neighbor. However, technology also famously has unanticipated consequences. In the 1950s, nuclear power seemed like a good idea – “free” energy from splitting the atom. But then what to do with the radioactive waste whose half life makes the landscape uninhabitable by humans for 10,000 years? Hmmm – hadn’t thought about that. What to do about human error – Three Mile Island? And what to do about human stupidity – Chernobyl? What to do about unanticipated consequences? Mass casualty weapons in the hands of people intent on doing harm? But wait: guns do not kill people; people with guns kill people. Okay, fine.
There are many points to debate. For example, guns are a public health issue: getting shot is bad for a person’s health and well-being. Some citizens have a right to own guns; but all citizens have a right not to get shot. People who may hurt themselves or other people should be prevented from getting access to firearms. There are many public health – and mental health – implications, which will not be resolved here. There are a lot of gun murders in Chicago – including some using guns easily obtained in Texas and related geographies. The point is not to point fingers, though that may be inevitable. The guidance is: Do not ask what is wrong – rather ask what is missing, the availability of which would make a positive different. In this case, one important thing that is missing is historical empathy.
Because the consequences of human actions – including technological innovation – often escape from us, it is necessary to consider processes for managing the technology, providing oversight – in short, regulation. Regulation based on historical empathy. Gun regulation . Do it now.
That said, I am not serious about distributing a musket and powder and ball to every qualified citizen in place of (semi) automatic weapons – this is an argument called a “reduction to absurdity”; but I’ll bet the Founding Fathers would see merit in the approach. There’s a lot more to be said about this – and about historical empathy – but in the meantime, I see a varmint coming round the bend – pass me my brown bess!
Additional Reading
Thomas Kohut. (2020). Empathy and the Historical Understanding of the Human Past. London: Routledge.
PS Please send a copy of this editorial to your US Congressional representatives in the House and Sensate.
Review: Empathy, Embodiment, and the Person by James Jardine
The occasion for James Jardine’s engaging and complex book is the publication of the critical edition of Husserl’s drafts for Ideas II, edited (separately) by Edith Stein and Ludwig Landgrabe as Husserliana IV/V [Hua]. Jardine notes:
“I draw upon a forthcoming volume of Husserliana which, for the first time, presents the original manuscripts written by Husserl for the project of Ideen II (Hua IV/V), a now-finished editorial task which was carefully pursued for several years by Dirk Fonfara at the Husserl-Archiv in Köln” [Jardine 2022: 4].
For this substantial scholarly contribution, we, the academic reading public, are most deeply grateful. We are also grateful for James Jardine’s penetrating and dynamic engagement with the cluster of issues around empathy, ego, embodiment and community raised in Husserl’s Ideas II. This is also the place to note that like many academic books, the pricing is such that individuals will want to request that their college, university, or community library order the book rather than buy it retail.
Empathy is a rigorous and critical practice. The commitment is always to be charitable in reviewing another’s work, and this is especially so when the topic is empathy. An empathic review of a work on empathy requires – sustained and expanded empathy. Any yet is not a softball review and Jardine’s work presents challenges from logical, phenomenological and rational reconstruction perspectives. It is best to start by letting Jardine speak for himself and at some length:
“I motivate and explore in detail the claim that animate empathy involves the broadly perceptual givenness of another embodied subject as experientially engaged in a common perceptual world. Interpersonal empathy, which I regard as founded upon animate empathy, refers by contrast to the fully concrete variety of empathy at play when we advert to another human person within a concrete lifeworldly encounter” [Jardine: 5].
“ […] [O]nce we recognise that the constitution of a common perceptual world is already enabled by animate empathy—without an analysis of the latter being exhausted by our pointing out this function—this allows us to render thematic the specific forms of foreign subjectivity and interpersonal reality that are opened up by interpersonal empathy, which involves but goes far beyond animate empathy” [Jardine: 88].
The key distinction is clear: “animate empathy” is distinct from “interpersonal empathy.” This distinction is widely employed in empathy scholarship, even if not in these exact terms, with many varying nuances and shades of meaning. This distinction roughly corresponds to the distinctions between affective and cognitive empathy, between empathic receptivity and empathic understanding, and, most generically, between “top down” and “bottom up” empathy. Arguably, the distinction even corresponds to that between the neurological interpretation of empathy using mirror neurons (or a mirroring system just in case mirror neurons do not exist) and the folk definition of empathy as “taking a walk in the other person’s shoes (with the other’s personality)”.
I consider it an unconditionally positive feature of Jardine’s work that he does NOT mention mirror neurons, which are thoroughly covered elsewhere in the literature (e.g., V. Gallese, 2006, “Mirror Neurons and Intentional Attunement,” JAPA).
From a phenomenological point of view, Jardine succeeds in showing that Husserl is a philosopher of empathy – animate empathy. Even if Maurice Merleau-Ponty does carry the work of phenomenology further into neurology and psychology, having inherited Jean Piaget’s chair, Husserl is already the phenomenologist of the lived experience of the body. The human (and mammalian!) body that one encounters after every phenomenological bracketing and epoché is a source of animate expressions of life. A pathological act of over-intellectualization is required not to see the body as expressing life in the form of sensations, feelings, emotions, affects, and thoughts. There are dozens and dozens of pages and lengthy quotations devoted to this idea. Here are a couple of quotes by Husserl that make the point:
“We ‘see’ the other and not merely the living body of the other; the other itself is present for us, not only in body, but in mind: ‘in person’” (Hua IV/V 513/Hua IV 375, transl. modified [1917]).
“The unity of the human being permits parts to be distinguished, and these parts are animated or ensouled (beseelt) unities (Hua IV/V 582 [1916/1917])” [Jardine 2022: 78].
Animate empathy LIVES in Husserl’s Ideas II. In addition, the shared space of living physical bodies creates a clearing for the intersubjective perception of natural (physical) objects in the common world of things and events. In that sense, empathy is at the foundation of the shared intersubjective world of thing-objects (as Heidegger would say “present to hand”).
However, the big question – for Husserl, Jardine, and all of us who follow – is does Husserl’s version of empathy found the intersubjective world of conscious human beings with intentional perceptions, emotions, actions, and personal engagements?
After nearly three hundred pages of engaging, useful, and lengthy quotations from Landgreb’s and Stein’s drafts of Ideas II, closely related texts of Husserl, and Jardine’s penetrating and incisive commentary, this reviewer was still not sure. In addition to my own shorting-comings, there are significant other reasons and considerations.
Jardine’s work is an innovative train-wreck, rather like Leonardo’s fresco the “Last Supper” – even at the start, da Vinci’s masterpiece was a magnificent wreck as the underlying plaster of the fresco did not “set up” properly. In this case, the underlying plaster is Husserl’s “work in progress” of Ideas II. (I acknowledge “work in progress” is my description, not Jardine’s.)
As is well known, Husserl himself withheld the manuscript of Ideas II from publication. He was not satisfied with the results, having been accused of succumbing to the problematic philosophical dead-end of solipsism, the inability to escape from the isolated self, knowing only itself. Will empathy solve the problem?
It is a further issue (not mentioned by Jardine) that everything without exception that Husserl actually published in his life about empathy after he published Ideas I (1913), makes “empathy [Einfühlung]” nonfoundational in relation to the givenness of the other individual, displacing it “upstairs.” For example, Husserl writes in the Cartesian Meditations:
“The theory of experiencing someone else, the theory of so-called ‘empathy [Einfühlung],’ belongs in the first story above our ‘transcendental aesthetics’” [Husserl 1929/31: 146 (173); see also Agosta, 2010: 121].
Now strictly speaking, Jardine could reply that quoting Husserl’s Cartesian Meditations is out of scope for an engagement with Ideas II, and that is accurate enough as it stands; but what is not out of scope is the challenge of solipsism with which Husserl was wrestling philosophically throughout his career. As noted, at the level of the Cartesian Meditations (which Jardine does occasionally quote when it suits his purpose (but not the above-cited quote!)), empathy belongs to the first story upstairs above his “transcendental aesthetics,” as Husserl writes, quoting a Kantian distinction.
Thus, we engage with Jardine’s implicit reconstruction of Husserl’s repeated attempts to navigate the labyrinth of phenomenological experience, joining and separating the subject/self and other individual.
Jardine follows Husserl from the solipsistic frying pan into the fire by quoting Husserl accurately as saying the self and other are separated by an abyss:
“Husserl calls out a “series of appearances (…) are exchanged, while each subject yet remains ineluctably distinct from every other by means of an abyss, and no one can acquire identically the same appearances as those of another. Each has his stream of consciousness displaying a regularity (Regelung) that encompasses precisely all streams of consciousness, or rather, all animal subjects (die eben über alle Bewusstseinsströme bzw. Animalischen Subjekte übergreift)” (Hua IV/V 254–255/Hua IV 309, transl. modified [1913])” [Jardine: 134 (emphasis added)].
Husserl tries a reduction to absurdity to escape from the solipsistic world of this abyss between self and other, supposing the world really were mere semblances. One will eventually encounter a person who is a non-semblance. This other individual who transforms the mere semblance into actually appearance awakens one from the dream of solipsism If it could be shown or argued that this other individual is necessarily given/presented/encountered, then all one’s previous solipsistic experience would be like hallucinatory madness. With apologies to Hilary Putnam, this is Husserl’s “brain in a vat” moment [Jardine: 126]:
“…[A]ny intersubjective “apperceptive domain”, Husserl claims, it is conceivable that, in the solipsistic world, “I have the same manifolds of sensation and the same schematic manifolds,” and, in as much as functional relations hold between such manifolds, then it may be that “the ‘same’ real things, with the same features, appear to me and, if everything is in harmony, exhibit themselves as ‘actually being’” (Hua IV/V 295 [1915]; cf. Hua IV 80). And yet, if other human living bodies were to then “show up” and be “understood” as such, the feigned reality of our experienced ‘things’ would be called into question:
Now all of a sudden and for the first time human beings are there for me, with whom I can come to an understanding [. . . .] As I communicate to my companions my earlier lived-experiences an d they become aware of how much these conflict with their world, constituted intersubjectively and continuously exhibited by means of a harmonious exchange of experience, then I become for them an interesting pathological object, and they call my actuality, so beautifully manifest to me, the hallucination of someone who up to this point in time has been mentally ill (Hua IV/V 295–296/Hua IV 79–80, transl. modified [1915])” [Jardine: 126].
This is a remarkable passage from Husserl, and we are indebted to Jardine’s scholarship for calling it to our attention. The thing that is missing or must be rationally reconstructed in Husserl is the necessity of the givenness of the other; but then, of course, the hermeneutic circle closes and the problem of solipsism is undercut, does not arise, and the character of phenomenology shifts. As is often the case, the really interesting work gets done in a footnote:
“For Husserl, this insight, that a phenomenological treatment of the constitutive relation between subject and world would have to address the (co-)constitutive role played by intersubjectivity, raises issues which cannot be addressed by a single analysis, but which rather demand a rethinking of the entire project of phenomenology” [Jardine: 127 (footnote) (reviewer’s embolding)].
There is nothing wrong with Jardine’s argument, yet, as noted, since this is not a softball review, there is something missing. The distinction “reconstruction” or “rational reconstruction” may usefully be applied to Husserl’s description and/or analysis of empathy. Jardine attempts to cross the abyss by means of interpersonal empathy. To that purpose, Jardine marshals the resources of narrative and of Alex Honneth’s distinction of “elementary recognition.”
To his credit, Jardine holds open the possibility that Husserl’s use of “empathy” does provide the foundation, at the time of Ideas II (1915 – 1917 and intermittently in the 1920s as Stein and Landgrabe try to “fix” the manuscript). Yet Jardine pivots to Alex Honneth’s (1995) key distinction of recognition (“elementary recognition,” to be exact) to provide the missing piece that Husserl struggled to attain. I hasten to add that I think this works well enough, especially within the context of an implied rational reconstruction of empathy within Husserlian/Honnethian dynamics and Husserl’s verstickung in solipsism.
However, this move also shows that Husserl did not quite “get it” as regards empathy being the foundation of interpersonal relations or community. As noted, Husserl is quite explicit in his published remarks that empathy gets “kicked upstairs” and is not a part of the foundation but of the first story above immediate experience, which as those in Europe know well is really the second story in the USA.
As noted, Jardine makes the case for bringing in supplementary secondary, modern thinkers to complement the “work in progress” status of Ideas II as a “messy masterpiece” (Jardine’s description, p. 4). I hasten to add that I do not consider Edith Stein a secondary thinker as her own thinking is primarily and complexly intertwined with that of Husserl. Likewise, Dan Zahavi is an important thinking in Jardine’s subtext and background, whose (Zahavi’s) contributions on empathy and Husserlian intersubjectivity (Husserliana XIV – XV) align with my own (2010) and are not an explicit part of the surface structure of the Jardine’s text.
Relying on the good work that Jardine initiatives, the reconstruction of Husserl’s relationship to empathy can be done in three phases. Husserl first attempts straightaway to connect the subject/self and the other individual person using empathy in Ideas I (1913). This results in the accusation of solipsism. The accusation “has legs,” because arguably Husserl fails to clarify that the other is an essential part of the intentional structure of empathy, even if the noematic object is inadequate or unsatisfied in a given context. Husserl then tries different methods of crossing the “abyss,” including Ideas II and the animate empathic expressions of the lived body. Husserl himself is not happy with the result as it does not quite get to what Jardine properly calls “interpersonal empathy.” At the risk of over-simplification, “interpersonal empathy” what happens we when “get understood” by another person in the context of human emotions and motivations.
The engagement with the critical edition of the second and third volumes of Ideas, provides extensive evidence that for Husserl, the world of experience is dense with empathy. But at the level of Ideas II (and HuaIV/V), there is an ambivalence in Husserl whether he wants to make empathy a part of the superstructure or infrastructure of the shared, common intersubjective world (especially non-animate things in that world). This can be tricky because, as Jardine makes clear, animate empathy is enough to give us intersubjective access to a world of physical objects and things. However, that is still not intersubjectivity in the full sense of relating to other selves who are spontaneous separate centers of conscious emotional and intentional acts.
I have suggested, separately (Agosta 2010, 2014) that Husserl steps back in his published works from embracing the intentional structure of empathy (in all its aspects) as full out foundation of intersubjectivity. However, in the Nachlass, especially Hua XIV and XV, empathy is migrating – evolving – moving – from the periphery to the foundation of intersubjectivity in the full sense of a community of intentional subjects.
Meanwhile, Husserl attempts to constitute intersubjectivity along with empathy (the latter as not foundational) by reduction to a “sphere of ownness” in the Cartesian Meditations (1928/32). The debate continues and Husserl later elaborates the distinction lifeworld (Lebenswelt), arguably under the influence of Heidegger, Scheler, and others, which lifeworld, however, is applied to nature not social human community. Husserl’s Nachlass, especially volumes Hua XIV and Hua XV demonstrate in detail that Husserl was moving in a hermeneutic circle and empathy was evolving from the periphery to the foundation of intersubjectivity (Zahavi 2006; Agosta 2010, 2014).
In lengthy quotations for the Cartesian Meditations and Phenomenological Psychology, Jardine validates that Husserl engages with personal character in the sense of personality. Jardine is on thin ice here, for though Husserl calls out “autobiography” and “biography” – and what are these except “self writing” and “life writing,” yet that is a lot to justify that Husserl goes more than two words in the direction of narrative.
Of course, one can build a case for a rational reconstruction of Husserl’s subtext as a hermeneutic phenomenology of narrative or the other as oneself and vice versa. And it results in the work of – Paul Ricoeur! That Husserl is not Paul Ricoeur – or Levinas or Heidegger or Merleau-Ponty or Sartre or Hannah Arendt, or, for that matter, Donald Davidson – takes nothing away from the innovations contributed by Husserl. It is rather a function of Jardine’s noodling with the interesting connections between all these. Nothing wrong with that as such – yet there is something missing – Husserl!
Therefore, the guidance to the Jardine is to let Husserl be Husserl. The author really seems to be unable to do that. There is nothing wrong with what Jardine is doing – from sentence to sentence, the argument proceeds well enough. But the reader finds himself in a discussion of “narrative” in the same sentence as Husserl and Ideas II. I hasten to add that I appreciate narrative as a research agenda, and have seven courses by Paul Ricoeur on my college and graduate school transcripts. And yet, once again, there is something missing – one can read Husserl against himself and maybe Jardine thinks that is what he is doing – but it is rather like what The Salon said about the paintings of Cezanne – he paints with a pistol – paint is splattered all over the place – the approach is innovative – but we were expecting impressionism and get – Jackson Pollack! We were expecting phenomenology and got – Donald Davidson or P.F. Strawson or Honneth – all penetrating thinkers, everyone, without exception.
In reading Jardine, I imagined that the transition from animate to interpersonal empathy could be facilitated – without leaving the context of Husserl’s thinking – by the many passages in which Husserl describes the subject’s body as being the zero point and the other’s as being another zero point.
Allowing for an intentional act of reversing position with the other, does this not provide an ascent routine to the folk definition of [interpersonal] empathy of “taking a walk in the other’s person’s shoes” [or, what is the same thing, the other person’s zero point]? Unless I have overlooked something, I do not find this argument in Jardine, though it might have been made the basis of a rational reconstruction of interpersonal empathy sui generis in Husserl without appeal to other thinkers. Thus, Jardine describes the “here/there” dynamic in Husserl:
“Accordingly, we can say that for a subject to empathetically grasp another’s living body she must comprehend it as a foreign bodily “here” related to a foreign sphere of sense-things (to which foreign “theres” correspond), where these are recognised as transcending – but also, at least in the case of “normality,” as harmonious with – my own bodily “here” and the sense-things surrounding it [. . . . ] Husserl suggests that, when the materiality of the other’s body ‘over there’ coincides, in its “general type,” with my own lived body ‘here’ in its familiar self-presence, “then it is “seen” as a lived body, and the potential appearances, which I would have if I were transposed to the ‘there,’ are attributed to as currently actual; that is, an ego is acknowledged in empathy (einverstanden wird) as the subject of the living body, along with those appearances and the rest of the things that pertain to the ego, its lived experiences, acts, etc.” That is, alongside the perceptible similarity of my lived body and the other’s [. . . ], this empathetic apprehension of a foreign sphere of sense-things also rests upon a further structural feature of perceived space; namely, that each ‘there’ is necessarily recognised as a possible ‘here,’ a possibility whose actualisation would rest solely upon my freely executing the relevant course of movement’” [Jardine: 131].
Jardine performs engaging inferential and speculative gyrations to save Husserl from so much as a hint of the accusation of inconsistency instead of emphasizing that Husserl’s use and appreciation of empathy develops, evolves, is elaborated. Husserl gets more intellectual distance from and closeness to empathy as he learns of Max Scheler’s work on the forms of sympathy and Heidegger’s work on Mitsein (which, I hasten to add, are in Jardine’s extensive and excellent footnotes and references).
Another approach to crossing the abyss between self and other is a transcendental argument. This goes beyond anything Jardine writes, but if offered in the Husserlian spirit and if it helps to put his project in the broader context, then it warrants consideration.
The argument informally: The distinction between self and other is not a breakdown of empathy; the distinction is the transcendental requirement, the presupposition, for empathy. If I lose the distinction between self and other, then I get emotional contagion, conformity, projection (Lipps), or communications that get lost in translation. Only if the distinction between self and other stand firm, is it possible, invoking aspects of acts of empathic intentionality, to communicate feelings (sensation, emotion) across the boundary between self and other; relate to the other individual as the possibility of reciprocal humanity; take a walk in the other’s shoes with aspects of their personality; and respond empathically to the other with performative linguistic acts of recognition. We do not merely express recognition; we perform it, thereby, instituting mutual dignity.
Husserl’s blind spot in this area and – do I dare say it? – perhaps Jardine’s as well is a function of remaining at the level of a single subject phenomenology, at least until the elaboration of the distinction, life-world (Lebenswelt). Until we explicitly get to the lifeworld, what would a multisubject phenomenology look like? The short answer is Heidegger’s Mitsein, Levinas on the fact and face of The Other, Ricoeur on oneself as other, or Sartre on the gaze of the other bestowing individuality and identity on the one.
Along these lines, Jardine usefully identifies the text where Husserl credits the other with constituting the social self of the self. The other gives me my humanity and without the other’s constitutive activity, one does not get to be a human being. Here Husserl comes closest to acknowledging that the one individual gets her/his humanity from the other individual. This is Jardine directly quoting Husserl:
“I arrive at the construal of myself as a human being (in the sense of mind) by way of a comprehension of others, i.e., insofar as I comprehend them as centres not only for the rest of their surrounding world but also for my lived body, which is for them an object of their surrounding world. It is precisely thereby that I comprehend them as construing me similar to the way I construe them, thus as construing me as social human being, as comprehensive unity of living body and mind. Therein is rooted an identification between the ego that I encounter in direct inspection – as ego which has its lived body over and against it – and the ego of the other’s presentation of me, the ego that the other can understand and posit, at one with my living body as, for the other, present “externally,” in acts which I for my part attribute to the other. The comprehensive presentation others have, or can have, of me is of service to me as regards the construal of myself as social “human being,” hence the construal of myself totally different from the way I apprehend myself in direct inspection. By means of this construal, with its complicated structure, I fit myself into the human family (Menschheitsverband), or, rather, I create the constitutive possibility for the sense of this “family.” I can now say “we,” and then for the first time do I become “I” and the other precisely another” (Hua IV/V 218–219 [1913]; cf. Hua IV 325, 242)” [Jardine: 227].
This is one of the most innovative things Husserl ever wrote – too bad it is such a bad fit with a one-person phenomenology. As Husserl famously puts the point in the Cartesian Meditations, the verifiable accessibility of others, and with this their existential character for me, consists exactly in their original inaccessibility (Hua I: 144) [Jardine: 81]. Two steps forward; one backwards?
However, even within a one-person phenomenology, one can rationally reconstruct an extension of Husserl’s thinking, going beyond Husserl and Jardine here, that dialectically mediates original and nonoriginal experience as allowing a third term – vicarious experience.
Phenomenologically what is missing is the distinction “vicarious feeling” or “vicarious experience.” Max Scheler elaborated such a distinction as Nachfühlen or Nachleben, and Jardine notes Scheler in the footnotes without, however, making the phenomenological connection to an intermediate form of experience between originally owned and nonoriginal. A vicarious experience is my original experience of another person’s original experience. So is it original? My experience is by definition original, but the other’s original experience is nonoriginal to and for me. So, the distinction between original and nonoriginal breaks down and is mediated by vicarious experience, an experience of the other that is mine own without my being the other. Hidden in plain view? (For further details on Scheler see Agosta 2014a.)
Another path to intersubjectivity that Husserl calls out but that both Husserl and Jardine leave undeveloped is that of joint intentionality. Key term: joint intentionality. There is very little new under the sun, but Michael Tomasello (2008) and R. Peter Hobson (2005) have separately and innovatively elaborated this distinction, “joint intentionality.”
Consider an example. The placement of the parenthesis is key: “I see the cathedral.” “You see the cathedral.” “I see you (you see(ing) the cathedral).” Once my intentionality includes yours, we have a non-solipsitic relationship. Solipsism is undercut and cannot become a serious issue. My intentionality in relating to another can be inadequate or unsatisfied, but an inadequate or unsatisfied relatedness to an other is still relatedness.
We can misunderstand one another, which means we can clarify the misunderstanding and reach an understanding. This would give us what Jardine calls interpersonal empathy. Thus, Jardine identifies “joint intentionality” in Husserl (without, however, identifying it as such):
“As Husserl notes, if I am looking at a cathedral and I notice another standing by me, ‘his gaze directed at this cathedral, then I understand this without any further ado. His seeing, which I experience through empathy, is equally an immediate having-over-against: the object is immediately given’ (Hua IV/V 510–511/Hua IV 373, transl. modified [1917]). While we normally only take human others to see a cathedral as a cathedral—in that this sense is one generated and sustained by human experience and social praxis—Husserl’s claim that we would empathetically take the other to immediately see the ‘colossal black thing’ (which is a cathedral for us) surely holds with regard to some non-human animate others too” [Jardine: 140].
Once again, a powerful approach, if not a complete answer, is “hidden in plain view.” In a sense, it is a scandal that we still lack a thorough intentional analysis of empathy. So here it is: The other and the other’s intention are a fundamental part of the structure of empathy. Empathy aims at and includes the other. Without the other, empathy is not empathy. It is emotional contagion or conformity or projection or misunderstanding.
Another consideration. Is the distinction between animate and interpersonal empathy exhaustive? Is “sustained empathy” different than “interpersonal empathy”? This would be analogous to the difference between a snapshot – a single instance – and a video – a series of instances across time (for more on “sustained empathy” see Goldberg, 2015: 89 – 98). Like a video as opposed to a snapshot, sustained empathy opens up possibilities, emergent properties, and a depth of engagement, that is at a qualitatively different level than an isolated encounter. One has to listen to another person and respond to them empathically over a period of time and get to know them in order to appreciate not just that (for example) the person is angry and what triggered the anger, but the motivational, development, historical, emotional, and even the future context in depth. When interpersonal empathy is sustained across time and numerous encounters with the other person, then a network of empathic relatedness, empathic responsiveness, and authentic human relations based in empathy opens up.
Never underestimate Husserl. Never underestimate empathy. Never. Jardine quotes Husserl as describing sustained empathy (the term is not used). It remains unnamed, but, I submit, it is not reducible to animate and/or interpersonal empathy. This begins a new thread and perhaps a new book. It is best to let Husserl have the next to last word [Jardine: 266]:
“ …[W]e can now see why Husserl regards fully understanding another person as an infinite task, and maintains that reaching its ideal form would require me to relive the other’s personal live in extenso, and to comprehend the developmental contours of her personal character by situating them within an infinitely detailed narrative (Hua IV/V 458 [1916/1917]). A deep understanding of another person’s actions, emotions, and beliefs can always be informed by familiarising oneself with their personal character and the history of its coming-to-be, and on the other hand, such an understanding is exactly a way of acquiring and developing such a familiarity (Hua IV/V 579 [1916/17]; see also Hua IV/V 312 (HuaIV 104) [1915]). Consequently, our ability to envisage and understand the motivational context of another’s actions is best seen as embedded within ongoing personal relationships, in which our acquaintance with the other person’s character has gradually developed through repeated empathetic contact, as well as through communicative engagement and, more generally, through participating with the other in a common human world.”
Having urged “let Husserl be Husserl,” I have a final thought about what is missing from the entire discussion of empathy in Husserl, Jardine, and the philosophical handbooks of empathy, and this is so even if one includes “sustained empathy” as having been implicitly engaged (even though I would maintain that is not the case). When a person receives empathy, when a person “gets a good listening,” when a person is responded to empathically, when a person experiences authentic relatedness to another – regardless of the form – then the person often experiences an opening in what is possible in the person’s life, choice, and situation. The person is empowered by the empathy to inquire into what is available and accessible for him- or herself that goes beyond mere psychology into a fundamental inquiry that transforms possibilities of knowing and acting. Something in the person’s way of being and relating changes, shifts, transforms. The person shifts out of stuckness and into action that makes a profound and positive difference. How does that come about? Now that is something worthy of further inquiry.
References
Review: Empathy, Embodiment, and the Person: Husserlian Investigations of Social Experience and the Self by James Jardine. Chaum, Switzerland: Springer Nature. ISSN 0079-1350 ISSN 2215-0331 (electronic). ISBN 978-3-030-84462-2 ISBN 978-3-030-84463-9 (eBook). https://doi.org/10.1007/978-3-030-84463-9
Zahavi, D. (2005). Subjectivity and Selfhood: Investigating the First-Person Perspective. Cambridge, MA & London: The MIT Press.
Michael Tomasello. (2008). Origins of Human Communication. Cambridge, MA: MIT Press.
Arnold Goldberg. (2015). The Brain, the Mind and the Self. New York: 2015.
V. Gallese, 2006, “Mirror Neurons and Intentional Attunement,” Journal of the American Psychoanalytic Association.
R. Peter Hobson. (2005). What puts the jointness into joint attention. In Joint Attention: Communication and Other Minds, eds. Naomi Eilan et al Oxford, UK: Oxford (the Clarenon press): 185 – 204).
Edmund Husserl. (1929/31). Cartesian Meditations, tr. D. Cairns. The Hague: Martinus Nijhoff, 1970.
_________________. (1929/35). Husserliana XV. Zur Phänomenologie der Intersubjektivität. Texte aus dem Nachlass. Dritter Teil: 1929-1935. Ed. I. Kern. The Hague: Martinus Nijhoff, 1973
_________________ .(1921/28). Husserliana XIV. Zur Phänomenologie der Intersubjektivität. Texte aus dem Nachlass. Zweiter Teil: 1921-1928. Ed. I. Kern. The Hague: Martinus Nijhoff, 1973
_________________. (Forthcoming). Husserliana IV/V. Ideen zu einer reinen Phänomenologie und phänomenologischen Philosophie. Zweites Buch: Phänomenologische Untersuchungen zur
Konstitution und Wissenscahftstheorie. Ed. D. Fonfara. Cham: Springer.
Alex Honneth. (1995a). The Struggle for Recognition. The Moral Grammar of Social Conflicts, tr. J. Anderson. Cambridge: Polity Press.
Lou Agosta. (2010). Empathy in the Context of Philosophy. London: Macmillan (Palgrave).
_________. (2014a). Rewriting empathy in Max Scheler. In A Rumor of Empathy: Rewriting Empathy in the Context of Philosophy. New York: Palgrave Macmillan: 83 – 96. DOI:10.1057/978113746534.0009.
_________. (2014). Husserl’s rewriting of empathy in Husserl. In A Rumor of Empathy: Rewriting Empathy in the Context of Philosophy. New York: Palgrave Macmillan: 97 – 118. DOI:10.1057/978113746534.00010.
(c) Lou Agosta, PhD and the Chicago Empathy Project
Transference and Empathy: Where Transference Was Empathy Shall Be!
Listen as podcast on Spotify by Anchor: https://open.spotify.com/episode/6ZFSOgaTe0x1fQvFuKFTgJ
[Note: the audio is not a exact transcript and sometimes covers the same or related material using different words]
While empathy is seemingly in exceedingly short supply in the world, you do not need a philosopher to tell you what empathy is. Every mother, every teacher with students, every business person with customers, every doctor with patients, every attorney with clients, every politician with supporters, every person with next door neighbors, knows about empathy.
We shall start with the folk definition of empathy – take a walk in the other person’s shoes, and add one additional recommendation. However, first take off your own shoes before putting on the other’s – an action that is routinely overlooked – otherwise one gets projection, not an experience of otherness.
The title statement echoes Freud’s celebrated slogan “Where id was, ego shall be!” Neither of these statements is an “either or” proposition. The id is not going away. Freud did not propose to abolish the id with the ego. It is not even clear what that could possibly mean. The idea is to expand the influence, control, and power of the second term (ego, empathy) over the first one (id, transference). The ego expands its power, including power over primitive aggressive and sexual inclinations; likewise, with empathy. Empathy expands its power in creating an opening for effectiveness and success in fulfilling and satisfying human relationships.
Let us define our terms. Transference is the carrying across of meaning from one context, model, or paradigm to another one. It is difference than metaphor, which means a “carrying across or beyond,” but perhaps not by much. We humans have a tendency to make things mean other things. We humans are “meaning making machines,” in the sense that we are a source of acts of conscious intentionality that brings meaning to our encounters with nature and our fellow humans in community. There is indeed something mechanistic about the way we automatically go about making things mean things. We can’t seem to stop doing it, which results in innovations but also distortions and misunderstanding. We take behaviors, conversations, and circumstances and try to make sense out of them by bringing meaning to them, which sometimes applies, but sometimes doesn’t.
This definition of transference extends into the realm of so-called behavioral health and psychoanalysis (where it was initially and innovatively defined) into the contexts of diverse forms of psychotherapy, empathy consulting, professional coaching, or community building. At the risk of oversimplification, transference takes a cognitive, behavioral, or emotional response from one context, such as childhood or circumstances in the past that one had to survive, and uses it to respond to the therapist, coach, or trainer in a similar way. Typically this introduces distortion or extraneous issues into the relationship.
The relationship between transference and empathy is under theorized. This is the case in spite of all the great psychoanalysts from Freud onwards commenting on both subjects, albeit sometimes in widely separated contexts and conversations. There are many reasons for under development of theory, both scientific and political, but it is largely due to the nature of the phenomena themselves. Transference as a distinction is largely structural, even though its emergence and transformation unfold in time in the process of a therapeutic psychoanalysis. Empathy as a distinction is largely a process unfolding in the therapeutic relationship, even though it has structural invariants.
Empathy and transference are the opposite of one another. How so? In empathy one takes a walk in the shoes of the other person, the better to understand the other and relate authentically to the individual. There are many definitions of empathy, but they converge on the idea that empathy is an authentic form of relatedness. Get rid of the judgments, assessments, and evaluations, and be with the other person without applying labels, categories, and prejudices.
Now transference is the exact opposite of authentic relatedness. The narrow definition of transference says take a pattern or relating from one situation – such as childhood or an experience in another context – and apply it to the current relationship or situation. The result is a distortion of the relatedness. The result is an inauthentic way of relating. In order to bring forth an empathic relationship one has to interpret and resolve the transference distortions.
Let us take a step back. The implications of the relationship between empathy and transference, as noted, have not been much theorized. It is true that dozens of publication address empathy and dozens of publications address transference, and some even contain discussions of both empathy and transference (e.g., Racker 1968). But the specific interactions between being empathic in the transference and getting engaged in transference in being empathic in a clinical setting have not been much engaged.
The recommendation? Think of the relationship between empathy and transference (or perhaps you say “the transference” as if it were a single unified thing) as a dance. Sometimes the one leads and the other follows and vice versa. The implications of the dance between empathy and transference are profound, but complex and entangled.
Lest one imagine these two phenomena – empathy and transference – are inevitably at loggerheads, consider the following example of convergence:
The patient comes in and says he saw the film, Elephant Man (directed by David Lynch (1980)) and he was deeply moved. The narrative is of an individua, David Merrick, suffering from Proteus Syndrome (often confused with Neurofibromatosis), which results in disfiguring folds of tissue on the head and other pulmonary and renal abnormalities. “Deeply moved,” by what aspect in particular, I asked? After being a freak, physically disfigured, lacking humanity, David Merrick meets the doctor who acknowledges his humanity. The recognition of humanity – “I am a human being – I am a man” is the most dramatic utterance – and the empathic moment. The client reports being moved to tears and having had a satisfying cry. Without further discussion, the client then spontaneously speculates, wondering if there was a parallel with our relationship, my having recognized something in him that others had not seen. Without going into confidential details, I had seen around or though the significant blind spot that kept him insensitive to an aspect of father’s behavior which was running his life and in a destructive way, yet not acknowledged. This enabled the client to shift his relationship to his life partner (as well as his father) and move on. The parallelism – transference – the recognition of humanity – empathy.
To try to prevent misunderstanding, one must distinguish between transference in a narrow sense and transference in an enlarged sense. At risk of oversimplification, when transference was first discovered by Freud, it seemed like an obstacle to treatment, since the patient related to Freud as an authority figure such as The Father (in the case of a male patient) or as a seductive father figure (in the case of a female patient) whereas Freud regarded himself as a kind, even empathic, listener to the patient’s neurotic suffering.
Eventually Freud realized that the patient was relating to him (Freud) as to an important figure from the patient’s past. Regardless of how Freud tried to treat the patient, the patient treated him- or herself with transference – but responding with a transference of meaning from one area of the patient’s life to the relationship with Freud. Just as significantly, Freud discovered that the patient was doing this in other areas of his life as well – towards his lady friend, towards his superiors at work, in a hundred and one ways in his life – with problematic results that caused the individual to seek treatment for his suffering and conflicts.
For example, when the patient was a woman, the transference was not hostile but erotic. This can be motivated. If the reader saw Vigo Morgenstern play the middle-aged Freud in the film A Dangerous Method, then you know what I mean. This guy was hot! Though unlike Carl Jung, Freud was clear about professional boundaries: “[…] [T]he patient has transferred on to the doctor intense feelings of affection which are justified neither by the doctor’s behavior nor by the situation that has developed during the treatment” [1917, Introductory Lectures on Psycho-Analysis: 440 – 441]. It is in interpreting this transference – based on behavior different than that of the original seductive parental objects and suitable verbal feedback – that the cure of the neurosis is affected: “At the end of the analytic treatment the transference must itself be cleared away: and if success is then obtained or continues, it rests, not on suggestion, but on the achievement by its means of an overcoming of internal resistances, on the internal change that has been brought about in the patient” [1917, Introductory Lectures: 453]
Since this post is part of a larger project, I take the liberty of including several definitions of “transference” by leading figures who defined it. Those readers who wish less detail may skip ahead.
Thomas Szasz (1963: 432 – 443), who was otherwise a notorious psychoanalytic “bad boy,” denouncing the “myth of mental illness,” was an classic Freudian when it came to defining transference: “Freud conceived of transference love as an illusion because the situation in treatment cannot account for the origin of such feelings” [. . . .] [I]t [transference] is considered an expression of interest ‘basically’ directed towards childhood objects, deflected to the analyst or to the figures in the patient’s current life.”
Peter Giovacchini (1965: 287) writes that: “[. . . .] [T]ransference reaction refers to a person’s reactions to an object as they are determined by infantile unconscious factors. Viewing the object in terms of archaic imagos in a primary process orientation lead to irrational attitudes and distortions.”
Carl M. Grossman (1965: 249 – 250) defines transference in a broad sense that seems to go beyond the psychoanalytic context in a narrow sense: “[. . .] [Transference is] a universal human psychological characteristic which causes the internalized representation of certain objects – such as parents or parental surrogates from one’s infantile past – to be projected onto a succession of later, ostensibly unrelated persons. The transferring person then reacts to new objects with the anachronistically habitual reaction in adult life that he had had towards the originally cathected object in infancy.”
Ralph Greenson (1967: 151 – 152) asserts: “[. . . ] [Transference is] a special kind of relationship toward a person: it is a distinctive type of object relationship. The main characteristic is the experience of feelings to a person which do not befit that person and which actually apply to another. Essentially, a person in the present is reacted with as though he were a person in the past. Transference is a repetition, a new edition of an old object relationship” (pp. 151 – 152).” {TI: 339]
Leo Stone (1961: 66 – 67) writes “[…] [Transference is limited] to that aspect or fraction of a relationship which is motivated by persistent unmodified wishes (or other attitudes) toward an actual important personage of the past, which tend to invest a current individual in a sort of misidentification [. . . ] with the unconscious image of the past personage. It is essentially in appropriate to the current situation subjectively misunderstood as to genetic origin until analyzed, and tenaciously resistive to this analysis (pp. 66 – 67).” Stone further notes: “that a nuance of the analyst’s attitude can determine the difference between a lonely vacuum and a controlled but warm human situation, which does indeed offer these gratifications, along with its undoubted rigors” (1961: 21 – 22).”
In short, transference is what happens when human do what they cannot stop doing – trying to make sense of situations by assimilating them to patterns from key patterns and expectations based on experience. What may have been helpful in one context to enable the person to survive or even flourish is less helpful and even harmful in other situations in that distortions and misunderstandings are introduced.
There is a broader sense of “transference” that developed, in which transference becomes the entire relationship which the patient has towards the therapist. And wherever there is transference can countertransference be far away? Under this idiosyncratic and enlarged meaning, “countertransference” becomes the therapist’s way of relating to the patient. For example, according to Paula Heiman, under this idiosyncratic interpretation of the relationship, “counter- transference” covers all the feelings the analyst experiences toward the patient (see Paula Heiman, 1950. On counter-transference. International Journal of Psycho-Analysis 31: 81 – 84).
Of course, “counter transference” can mean an unprofessional or pathological response on the part of the therapist, as when s/he behaves in a moralizing, aggressive, or seductive manner; but it can also include appropriate and positive responses such as empathic ones. In the extreme, countertransference comes to mean empathy itself. Heimann’s thesis is “that the analyst’s emotional response to his patient within the analytic situation represents one of the most important tools for his work. The analyst’s countertransference is an instrument of research into the patient’s unconscious” (1950: 81). The transference is not empathy, but the countertransference is essential input to the empathic process, even if not quite reducible to empathy itself.
While Freud innovated decisively in decoding the meaning of dreams in The Interpretation of Dreams (1900) and the exploration of infantile sexuality, from a clinical perspective, the elaboration of transference defined the clinical encounter between patient and therapist in the context of psychoanalysis. Transference becomes co-extensive with the encounter between patient and therapist. If you can’t form a transference, since the therapy consists in interpreting and raising the transference, the therapy is not going to work.
We now turn from transference to empathy.
Freud explicitly states that unless the physician begins empathy in engaging in psychoanalysis, that physician is headed for trouble. The issue is that nearly no one knows that Freud said that because the Strachey’s mistranslate “empathy [Einfühlung]” as “sympathetic understanding.” I must insist on the point. We are on firm group as far as Freud’s guidance is concerned. “Empathy” and “sympathetic understanding” are not the same, and what is more, in a kind of Nachträglichkeit – or retrospective consideration – we lose the opportunity to connect to Freud’s guidance (see Agosta 2014). Thus, we have the kind of empathy wars that Heinz Kohut had to fight to demonstrate that empathy had a mutative effect on the structure of the self (presumably and especially including the ego).
When Freud demonstrated by his empathic way of relating to the patient (including by his verbal interpretations) that he was not the authoritarian or seductive parental figure of the patient’s past or trauma, the patient would often resist, deny, or offer other defensive gestures against Freud’s interventions and interpretations. But eventually the evidence would add up. Freud was not the unkind parent or the seductive uncle – the mischief was coming from the patient’s unconscious (and his circumstances), not from Freud. With this realization, the patient was reliably able to shift out of stuckness and enjoy a new beginning in his work and romantic relatedness thanks to Freud’s revolutionary new method of treatment.
Although there are numerous definitions of empathy, most include a narrow and an enlarged use of the term. In the narrow sense, empathy is a psychological mechanism, which, in folk psychology terms, as noted, consists in taking a walk in the other person’s shoes. It is rarely pointed out that one must take off one’s own shoes before putting on those of the other or one risks the distortion/defense of projection. As a psychological mechanism, Kohut defines empathy as vicarious introspection, though he does not merely define empathy in that way.
In an enlarged sense, empathy means being present with the other person without applying judgments, labels, or moralizing assessments. When I use the expression “empathic presence,” the word “presence” inevitably invokes Nacht (1962) and Nacht and Viderman (1960), who penetrating and insightful contribution should not be underestimated. However, as I use it the word “presence” should not be understood as a source or justification for any deviations in technique or the frame. If anything “presence” means “being with” one another in a Heideggerian sense or “being” in the sense of “going on being” as Winnicott employed the term. Even though not necessarily visible, if seated behind the couch, the analyst’s listening is a strong presence.
If one understands “transference” in a broad sense of all aspects of relatedness to the patient, then it tends to merge with an understanding of “empathy” as the foundation of relatedness.
Anything the analyst does to influence the transference is considered an issue – the question of the background to transference – passivity? Neutrality? Empathy? but empathy is the background to transference.
One of the most enlarged uses of the terms is to be found in Kohut. For Kohut empathy defines the entire field of therapeutic interrelations and one can even give a transcendental argument to that effect
Empathy is not just a useful way by which we have access to the inner life of man – the idea itself of an inner life of man, and thus of a psychology of complex mental states, is unthinkable without our ability to know via vicarious introspection – my explanation of empathy . . . what the inner life of man is, what we ourselves and what others think and feel. (1977: 306)
In this statement, empathy is the foundation of our relations to other individuals. This is a restatement and an expansion of Kohut’s celebrated statement in his 1959 article that empathy is the method of data gathering precisely about what other individuals feel and think. In turn, this method defines the scope and limits of psychoanalysis as a therapy and discipline. The field of empathy that of psychoanalytic therapy become co-extensive.
As noted, one individual does not directly access the mental states of the other person, but rather had a vicarious experience of the other person’s experience. In empathy one is receptive to the micro-expressions of the other person’s experience – one has an “after image” and a “vicarious” experience of what the other is experience.
The innovations continue. Kohut innovates around transference in 1971 – the establishment of what was first called idealizing transference and transference of the grandiose self and ultimately becomes selfobject transference is a distinct phase in the history of transference and tends to live like a split off bastion – for example, is there any evidence of a selfobject transference in the Wolfman, who had aspects of the depletion and grandiosity of narcissistic personality disorder?
The selfobject represents the function that other people have for oneself. Kohut: “[. . .] [T]he general meaning of the term selfobject [is] as that dimension of our experience of another person that related to this person’s function in shoring up [supporting the homeostatis / equilibriating] our self [. . .]” (1984: 49)
In a standard relationship people interact in such a way that they mutually regulate one another’s thoughts, feelings, and actions. This is called “friendship.” It is also the give-and-take at the foundation of many forms of interpersonal cooperation, communication, and collaboration. When one’s spouse comes home from a hard day at the office or clinic or the backroom on Zoom and you give them a good listening as they vent the frustrations, double binds and bullying perpetrated by the boss or client, then you are functioning as a selfobject. Presumably such an interaction or function did not begin with Kohut’s coining the term “selfobject,” though it was more clearly delimited out of the undifferentiated background.
One significant difference that, unfortunately, has resulted in controversy and lack of clarity, is how Kohut’s selfobject (narcissistic) transference is sustaining to the patient during the long process of interpreting, working through, and dissolving the transference and the inevitable transference distortions. Kohut took considerable pains to emphasize (and empathize!) that confrontational and moralizing methods would unleash reactive narcissistic rage on the part of the patient and that the empathic approach was critical path.
This lines up with and is complementary to one of Freud’s early discoveries was a later version of this phenomenon – that what seemed to be a source of resistance was actually the way forward. However, the way forward means the possibility of relatedness between internal objects (everything from the superego to hostile introjects to good breasts) and the therapist. Key term: relatedness. Thus, when there are disruptions in the relatedness between the patient and therapist that is conceptualized as a breakdown in the transference – the loss of connectedness, even if the connectedness includes distortions, misunderstandings, and conflicts. But that is usually the way it is thought of or described in the context of classical analysis where the breakdown of the transference often results in what seem like moralistic or objective medical judgments that the patient is not analyzable.
Instead, the relationship between transference and empathy comes into its own where, in the face of a breakdown in transference, empathy is used to restore the transference relationship.
For example, speaking of a patient with significant narcissistic disequilibrium, Kohut writes:
- When the narcissistic transference has become disrupted, he has the impression that he is not fully real, or at least that his emotions are dulled; he is doing his work without zest, that he seeks routines to carry him along since he appears to be lacking in initiative … ((1971): 16)
The restoration of the relatedness and the transference is brought forward when the therapist, using empathic understanding, shows the analysand that the therapist “gets” how the analysand is struggling with a setback or challenge in his life that he left him emotionally disequilibriated, anxious, lethargic, depleted. When this occurs repeatedly in the course of treatment, psychic structure is built and reinforced in the areas of emotional and behavioral regulation. A cure comes into view.
Kohut (1984: 66) writes: “[. . .] [The] aim and the result of the cure – is the opening of a path of empathy between self and selfobject, specifically, the establishment of empathic in-tuneness between self and selfobject on mature adult levels. [….] …the gradual acquisition of empathic contact with mature selfobjects is the essence of the psychoanalytic cure [. . .]” Of course, one must hasten to add that “empathic in-tuneness” is unlikely, even impossible, unless the distortions and illusions of the transference have been engaged interpretively (and in an empathic way) in course of making contact with mature selfobjects in empathic relatedness
A number of issues occur here that clearly require further research and clarification of terminology. Why would selfobject transference be considered transference at all? Here “transference” again gets used in the broadest sense of “empathic relatedness.” It represents healthy relatedness, good listening, and interpersonal well-being. Interpretation of the transference is a key bridge between empathy and transference – when the interpretation is experienced as unempathic then the aggression released is not due to a lowering or elimination of defense against the death instinct but a reactive rage at getting one’s feelings hurt at being misunderstood by one’s therapist, being re-traumatized in the transference by unempathic caretakers or disappointed parental idealizations.
If such relatedness with its significant component of a “good listening” is spontaneously constellated in the psychoanalytic therapeutic encounter, then it may at first glance seem to be pure positive transference (the analyst as “good object”) or positive nontransference reality-based relatedness. Indeed, Winnicott’s transitional object is a special case of a selfobject but shows that the selfobject is a standard part of development in which the imaginary is integrated into the rich system of conventions and symbols known as everyday life. In that sense, the family pictures on one’s writing desk are reminders of why one works, making the absent present in what is literally a picture of health.
Where transference was empathy shall be!
References
Szasz, Thomas. (1963). The concept of transference. International Journal of Psychoanalysis 44: 432 – 443.
Stone, Leo. (1961). The Psychoanalytic Situation. New York: International Universities Press. [TI: 239]
Reich, Annie. (1966). Empathy and countertransference. In Annie Reich, Psychoanalytic Contributions. New York: IUP Press, 1973: 344 – 360.
Nacht, S. (1962). Empathy as a psychological mechanism and empathy as presence (of course it is both). Symposium The curative factors in psycho-analysis. II International Journal of Psychoanalysis 43: 206 – 211
Kohut, Heinz. (1984). How Does Analysis Cure? Eds. Paul Sepansky and Arnold Goldberg. Chicago: University of Chicago Press.
Kohut, Heinz. (1977). The Restoration of the Self. New York: International Universities Press.
Kohut, Heinz. (1971). The Analysis of the Self. New York: International Universities Press.
Grossman, Carl M. (1965). Transference, countertransference, and being in love. Psychoanalytic Quarterly 34: 249 – 256.
Greenson, Ralph R. (1967). The Technique and Practice of Psychoanalysis vol 1. New York: International Universities Press.
Giovacchini, Peter L. (1965). Transference, incorporation and synthesis. International Journal of Psychoanalysis 46: 287 – 296.
Agosta, Lou. (2014a). Rewriting empathy in Freud. A Rumor of Empathy: Rewriting Empathy in the Context of Philosophy. New York: Palgrave Macmillan: 66 – 82. DOI:10.1057/978113746534.0009.
(c) Lou Agosta, PhD and the Chicago Empathy Project
Left stranded when the music stops: What to do about the shortage of talk therapists actually available
An article in the Washington Post by Lenny Bernstein: “This is why it is so hard to find mental health counseling right now” (March 6, 2022) struck a chord with many readers.[1]
The article begins by describing an individual in the Los Angeles area who said she was willing to pay hundreds of dollars per session and called some twenty-five therapists in the area but was unable to find an opening. The person willingly shared her name in the article. Be careful not to blame the survivor or victim – the report is credible – and she maintained a spreadsheet!
One of the main points of the article is that after several years of pandemic stress prospective clients and patients are at the end of their emotional rope and providers (therapists) are over-scheduled and burned out too. No availability.
The problem is systemic. There seems to be no bottom in sight as regards the opportunistic behavior of insurance companies, the lack of behavioral health resources, and the suffering of potential patients. The WP article goes on to document other potential patients with significantly less resources who cannot even get on a wait list. The article documents third party insurance payers whose “in network” providers are unwilling to see prospective patients due to thin
reimbursements from the payer – once again, the individual is unable to get on a wait list or get help urgently needed; supply side shortages are over the top in the programs that train psychiatrists, a specialty in medicine. Psychiatrists, when available, are most often interested in lucrative fifteen-minute medication management sessions, but unless they are “old school” and were psychoanalytically trained in the “way back,” they are rarely available for conversations. This all adds up to a crisis in the availability of behavioral health services.
This leads to my punch line. Often time depression, anxiety and emotional upset are accompanied by negative self-talk, shaky or low self-esteem. One reaches out and asks for help but instead has an experience of powerlessness that is hard to distinguish from the original emotional disequilibrium. The conversation spins in a tight circle – “maybe I deserve it – no I don’t – this sucks – I suck – help!” The person resigns himself to alife of gentile poverty, thinking she or he is not worthy of financial well-being. The prospective patient is left aggrieved. This grievance is accurate and real enough in context, but it is hard to identify what or who can make a difference. Nevertheless, there is no power in being aggrieved. One still has to do the thing the person in distress or with shaky self-esteem is least inclined to do – invest in oneself because one is worth it!
I have spoken with numerous potential and actual clients who pay a lot of money for health insurance. However, when they want to use the insurance for behavioral health services, they find the insurance is not workable. Not usable. The service level agreement is hard to understand, and having a deductible of a couple of thousand dollars is hard to distinguish from having no insurance at all. If the client goes “in network,” the therapists are unresponsive or inexperienced. If the client goes out of network, the therapists are often more experienced and able to help, but onerous deductibles and copays rear their heads. Why don’t the experienced therapists go in network? There are many reasons but one of them is that the insurer often insists the therapist accept thirty cents on the dollar in compensation, and some therapists find it hard to make ends meet that way. In short, as a potential patient, you think you have insurance, but when it comes to behavioral health, you really don’t.
My main point is to provide guidance as to some things you can do to get the help you need with emotional or behavioral upset and do so in a timely way. Turns out one has to give an informal tutorial on using insurance as well as on emotional well-being. I hasten to add that “all the usual disclaimers apply.” This is not legal advice, medical advice, insurance advice, cooking advice or any kind of advice. This is a good faith, best efforts to share some brain storming and personal tips and techniques earned in the “college of hard knocks” in dealing with these issues. Your mileage may vary.
Nothing I say in this article should be taken as minimizing or dismissing the gravity of your suffering or the complexity of this matter. If you are looking for a therapist or counselor, it is because you need a therapist or counselor, not a breach of contract action against an insurance company. You want a therapist not a legal case or participation in a class action law suit, even if the insurance contract has plenty of “loop holes.” For the moment, the latter is a rhetorical point only.
When a person is anxious or depressed or struggling with addiction or other emotional upset, being an informed assertive consumer of behavioral health services is precisely the thing the person is least able to do. “I need help now! Shut up and talk to me!”
Notwithstanding my commitment to expanding a rigorous and critical empathy, here’s the tough love. Without minimizing your struggle and suffering, the thing you least want to do is what you are going to have to try to do. If one is emotionally upset, the least thing you want to do is be an assertive consumer of services designed to get you back your power in the face of emotional upset or whatever upsetting issues you are facing.
The recommendation is to speak to truth to power and assertively demand an “in network” provider from the insurance company or invest in yourself and pay the private fee for an experienced therapist whom you find authentically empathic, then you already be well on the way to getting your power back in the face of whatever issues you are facing.
If your issue is that you really don’t have enough money (and who does?), then you may need to get the job and career coaching that will enable you to network your way forward. An inexpensive place to start is The Two Hour Job Search by Steve Dalton. Highly recommended. Note the paradox here – the very thing you do not want to do keeps coming up. You definitely need someone to talk to. Once again, the very things with which you need help are what re stopping you from getting help
The bureaucratic indifference of insurance companies is built into the system. The idea of an insurance is a company committed to making money by spreading risk between predictable outcomes and a certain number of “adverse” [“bad risk”] events. It is not entirely fair (or even accurate) but by becoming depressed or anxious (and so on), you are already an adverse event or bad risk waiting to happen. You may expect to be treated as such by most insurance companies.
In a health insurance context, the traditional model for the use of services is a broken arm or an appendicitis (these are just two examples among many). You definitely want to have major medical insurance against such an unfortunate turn of events. Consider the possibility: Buy major medical only – and invest the difference saved in your therapy and therapist of choice.
But note these adverse medical events are relatively self-contained events – page the surgeon, perform the operation, take a week to recover or walk around in a sling for awhile. The insurance company pays the providers (doctors and hospitals) ten grand to thirty grand. That’s it. With lower back pain, headaches, irritable bowel syndrome, autoimmune disorders, it is a different story. These are notoriously difficult to diagnose and treat. Yet, modern medicine has effective imaging and treatment resources that often successfully provide significant relief if not always complete cures for the patient’s distress in these more complex cases.
Consider similar cases in behavioral health. Start by talking to your family doctor. Okay, that is advice – talk to your family doctor for starters. Front line family doctors have the authority – and most have the basic training – needed to prescribe modern antidepressants (so called SSRIs), which also are often effective against anxiety, to treat simple forms of depression and anxiety due to life stresses such as an ongoing pandemic, job loss, relationship setbacks.
Even though I am one of the professionals who has consistently advocated “Plato not Prozac,” I acknowledge the value of such psychopharmacological interventions from a medical doctor to get a person through a rough patch until the person can engage in a conversation for possibility and get at the underlying cause of the emotional disequilibrium. Note this implies the person wants to look for or at the underlying dynamics. This leads us to the uncomfortable suggestion that it is going to take something on the part of the client to engage and overcome the problem, issue, upset, which is stopping the client from moving forward in her or his life.
There is a large gray area in life in which people struggle with relationship issues, finances, career, education, pervasive feelings of emptiness, chronic emotional upset, self-defeating behavior in the use of substances such as alcohol and cannabis (this list is not complete).
A medical doctor or other astute professional may even provide a medical diagnosis when the interaction of the person’s personality with the person’s life falls into patterns of struggle, upset, and failure. Insurance companies require a medical diagnosis. One thinks of such codable disorders as adjustment disorder or personality disorders (PD) such as narcissistic, histrionic, schizoid, antisocial, or borderline PD. These are labels which can be misleading and even dangerous to apply without talking to the person and getting to know them over a period of time. It’s not like the Psychology Today headline – top three ways to know if you are dating a narcissist. I am calling “BS” on that approach.
Nevertheless, if after a thorough process of inquiry, some such label is appropriate (however useless the label may otherwise be except for insurance purposes), then the cost will be right up there with “fixing” an appendicitis – only you won’t be able to do it in a single day – and it won’t be that kind of “fix”. An extended effort and of hard to predict duration must be anticipated, lasting from months even to years. This is not good news, but there are options.
My commitment is to expanding a rigorous and critical empathy in the individual and the community. I consider that I am an empathy consultant, though at times that is hard to distinguish from a therapeutic process and inquiry into the possibilities of health and behavioral well-being. Therefore, and out of this commitment, I have a sliding scale fee structure for my consulting and related empathy services. People call me up and say “I make a lot of money, and want to pay you more.” Of course, that is a joke. I regularly hear from prospective clients whose first consideration is financial. They do not have enough money. I take this assertion seriously, and I discuss finances with them. Between school debt and the economic disruptions of three years of pandemic, people are hurting in many ways including financially. One must be careful NEVER to blame the victim or survivor.
The best way for such financially strapped individuals to go froward is to find an “in network” provider. Key term: in network. But we just read the Washington Post article that furnishes credible evidence such networks are tapped out, in breakdown, not working. Those that are working well enough often deal with the gray area of emotional upset and life challenges by moving the behavioral health component to a separate corporate subsidy at a separate location to deal with all aspects of behavioral health. (See above on “bad risk.”) When I had such an issue years ago, I had to search high and low to get the phone number, web site, or US postal address. You can’t make this stuff up. This is because ultimately, the issues that come up are nothing like an appendicitis or even hard to diagnose migraines. Moving the paying entity to a corporate subsidy is also a way that the insurance company can impose a high deductible and/or copay by carving out that section of the business and claims processing. There are other reasons, too, but basically, they are financial.
You may be starting to appreciate that many health insurance contracts are not really designed to provide behavioral health services (e.g., therapy) the way they are designed to address a broken leg or appendicitis. There is a way forward, but it is more complex (and expensive in terms of actual dollar, though not necessarily time and effort). I will address this starting in the paragraph after next, because, sometimes in the case of behavioral health, people who have insurance do not really have useable, workable behavioral health insurance. For all intents and purposes, they think they have insurance, but, in this specific regard, they have a piece of paper and a phone number that is hard to find. I hasten to add I am not recommending going without major medical health insurance, inadequate though it may be in certain respects.
This brings us to those individuals who decide to go without insurance. What about them? Such individuals choose to take the risk. They are living dangerously because if they do break an arm or incur an appendicitis, then they are going to have another $30K in medical debt [this number is approximate and probably low], along with a mountain of school debt, credit card debt, and bad judgment debt (this list is not complete). These good people need insurance, not so much to get therapy – because, as the accumulating evidence indicates, it really doesn’t work that way – as to be insured against a major medical accident. Many people are not clear on this distinction, but I would urge them to consider the possibility.
I spoke with this one prospective client who began with a long and authentically moving narrative that she did not have enough money and could not afford therapy. This is common and not particularly confidential or sensitive. As part of a no fee first interview to establish readiness for therapy, I acknowledged her courage in strength in reaching out to someone she did not really know to get help with her problems. I acknowledged that one of her problems was she did not have enough money. A bold statement of the obvious. I asked if there was anything else she wanted to work on. It turns out that she was a survivor of a number of difficult situations and would benefit from both empathy consulting, and talk therapy – and I might add job coaching. Here’s the thing – when a person is hurting emotionally, they do not want to look for another job – or a better job that pays more money. But one just might have to do that, at least over the short term, with someone who can provide that kind of guidance to those who are willing. I encouraged her to be assertive with her insurance company and I heard she found someone in network at a low rate.
And if you are a therapist who believes such job coaching compromises the purity or neutrality of the therapy, I would agree. However, never say never. In the aftermath of World War I, when the victorious allies maintained a starvation blockage on Germany and Austria even into 1919, Freud (that would be Sigmund) was reportedly seeing a client in exchange for a substantial bag of potatoes. I have no facts – none – but I find it hard to believe they were discussing matters pertinent to individual and collective survival. So far no one has offered me a bag of potatoes (I am holding out for a quantity of olive oil and basil to make pesto), but see the above cited article from the Washington Post.
We circle back to where we started. If the individual named in the Washington Post article has not yet found a therapist, then I believe there are many in the Chicago area would welcome the opportunity to make a difference for her. She has a budget for therapy, she says. If you have a budget, the work goes forward. It can be confronting and difficult to contemplate, but if you were buying a car, you would look at your budget. If you were planning a vacation, you would think about your vacation budget. If you were thinking of going back to school, you would look at your education budget. You get the idea. What is your budget for empathy consulting, counseling, talk therapy, cognitive retraining, life coaching, or medication management services (this are all distinct interventions, appropriate in different circumstances)? Zero may not be the right number. Just saying. Of course, if the client is in LA and the empathy consultant is in Chicago, it would be a conversation over Zoom. That starts a new thread so I may usefully clarify that I prefer to meet with people in person – the empathy is expanded in person – but the genie is out of the bottle and online can be good enough in some circumstance. (See my peer reviewed article “The Genie is Out of the Bottle”: https://bit.ly/37vxJ0L.)
The insurance system is broken as regards behavioral health (as evidenced by the WP article). There is a vast gray area of people with modest emotional disregulation who genuinely need help. These are not only the “worried well,” but people whose understandable lack of assertiveness in navigating an indifferent (and it must be said unempathic) bureaucracy leaves them high and dry with their moderate but worsening emotional, spiritual, and behavioral upsets. These people deserve help, and are entitled to it even under the specific terms of their insurance contracts. Indeed they are entitled to help even if they do not have insurance, though the revenue model is simpler in that case, though not less costly.
The insurance company has been unable to make money off of this gray area – therefore, the insurance company does what it does best – it turns to making money off of you. But you need health insurance against a major medical event or accident. You want a therapist, not a breach of contract case in small claims court (where the small claim often goes up to $100k). Therefore, it does little good to document having called ten or twenty-five in network providers with no result. Or does it? You – or a class action attorney firm – have a case for breach of contract. Go out of network and forward the invoices to the payer by mail with a tracking number, requesting that the full therapy fees be treated “in network” for purposes of reimbursement, and, therefore, no or low deductible and copay. Of course, one would have to have funds for that upfront, and lack of money is where this circle started. Back to expanding one’s job search skills?
This is crazy – and crazy making behavior – though only as a function of a system that is crazy. You see the problem. I’ll bet dollars to donuts that the insurance payer, when confronted with an actual summons to small claims court, would then find you a therapist – of course, the therapist might be relatively inexperienced or someone who (how shall I put it delicately?) is less motivated than one might hope. Thwarted again!
As I wrap up this post, it occurs to that while it would be crazy for an individual to seek legal redress – it might even be “acting out,” there might be a basis for an enterprising law firm to establish a system wide “class action” for breach of contract. This will not solve your problem of getting help in the next two weeks, but it might be a necessary step to benefit the community. You know the insurance company has the money!
As noted above, your grievance in being over sold unworkable behavioral health insurance may be [is] accurate and real. Nevertheless, I am sticking to my story: the guidance: there is no power in being aggrieved. You still have to do the thing the person in upset or with shaky self-esteem is least inclined to do – dig down, including into your pockets, and find self-confidence – or enough self-confidence for the moment – and invest in yourself because you are worth it!
The one minute empathy training – runtime is actually five minutes, but a personal introduction is included: https://youtu.be/747OiV-GTx4
[1] https://www.washingtonpost.com/health/2022/03/06/therapist-covid-burnout/
Empathy in Time of War – Red Team, Red Team!
Empathy in time of war means two words – Red Team.
In time of war or threat of war, the power of empathy consists in putting yourself in the shoes of the enemy, thinking like the enemy, and thereby anticipating and thwarting the enemy’s moves.
“Red Team” also happens to be the title of an eye opening, engaging book by Micah Zenko, Red Team: How to Succeed by Thinking Like the Enemy (New York: Basic Books, 2015: 298 pp.). Though it has been around for seven years, it is very timely – and, in many ways, a page turner. Time to catch up on our reading.
“Red Team” is a drill first developed by the US military to fight simulated war game battles in the Persian Gulf or western Europe during the Cold War. In the simulation, Blue Team is the US – “the good guys.”. Red Team is the other side. Zenko tells how the head of the Red Team really was named “Paul Van Riper.” He was.
Zenko narrates Van Riper’s assertiveness in questioning assumptions and how he brought forth the power of the Red Team in conducting asymmetrical battle, refusing to fight on the enemy’s terms, and acting unpredictably. Van Riper also spoke truth to power in calling out the improprieties of going outside the chain of command to “order” the Red Team not to shoot down the Blue Team aircraft. When the simulation was replayed with more equitable rules in place, the results were eye opening. Red Team was winning – decisively. The “authorities” decided to stop the simulation because the Red Team’s successes were getting to be embarrassing to the “good guys.”
Zenko provides engaging background on Red Team training and thinking at the University of Foreign Military and Cultural Studies (UFMCS). Instructors and participants are taught how to distinguish the traps of social conformity and the “mind guards” and “blockers” who enforce it. The idea is to find and shed a spotlight on one’s blind spots beforeencountering the enemy. Zenko writes:
Students are taught the basics of cultural empathy and semiotics (i.e., the philosophical study of signs and symbols), without which a red teamer cannot identify and understand the values and interest experienced by those within a targeted institution [in the simulation] [. . . .] The four pillars that UFMCS curricula are based upon are critical thinking, groupthink mitigation, cultural empathy and self-awareness (pp. 38. 39).
Each of these pillars maps to a dimension of empathy or a breakdown in empathy (my view, not Zenko’s). Critical thinking counters the breakdown in empathy described as emotional contagion. Groupthink is the above cited conformity that blocks empathic understanding of what is possible for the other group (“side”). Self-awareness is not specific to empathy and is always relevant to understanding others, enabling an empathic response based on the context, not preconceptions. Cultural empathy is precisely taking a walk in the other’s shoes with the cultural appreciation of differences.
Such top-down cognitive empathy is not limited to the military, but is highly relevant to business, sports, and any situation in which information asymmetries exist in a context of zero sum game competition. Business is an obvious application. Most executives think of themselves as intrinsically better than their rivals. Such commitment to being right is all-too-human and, in certain ways, may even contribute to success – for a while. Thus, we generally find it extremely difficult to understand or empathize with rivals (p. 168). Zenko writes some things that are not flattering to executives;
Virtually all of the research that has been conducted on business decision-making finds that executives are distinctly uncreative, deeply myopic, and overconfident both in themselves personally, and also in their company’s ability to beat its competitors (p 235).
While it is easier said than done, the recommendation to perform red teaming promotes the leader as a fearless skeptic with finesse and a willingness to hear bad news and act on it. As a leader, if you don’t mind problems but really hate surprises, then red teaming is the way forward. Another way of saying that is to have your surprises simulated in a Red Team exercise rather than on the battle field, in the market place, or while trying to land the airplane.
Let us take a step back because, with a title such “Empathy in Time of War,” the reader may expect calls “to bind up the […] wounds, to care for him who shall have borne the battle and for his widow and his orphan ~ to do all which may achieve and cherish a just and lasting peace.” And, to be sure, one can do worse than quote Lincoln’s second inaugural address delivered in 1865 at the end of the American Civil War. Still, this was delivered at the end of the war. The 600,000 were already deceased, and it would soon be 600,001 when Lincoln himself was assassinated.
Empathy has many dimensions, four to be exact, in both times of war and peace. Different dimensions of empathy come to the foreground in different situations. This discussion looks at all dimensions of empathy, but the one most relevant is that of putting oneself in the other’s shoes. This is the folk definition of empathy – perspective taking – with the other’s motives and context, insofar as one has access to them. Take a walk in the other’s shoes – in this case, the shoes of one who is out to do you no good – the enemy. (An enemy is defined as an individual or institution that is committed to behaving in such a way as to do, enact, or cause physical, emotional, moral, developmental, or spiritual harm to another person or group.)
Speaking personally, I cannot believe that anyone would try to force a choice between empathy and compassion. The world needs more of each. Why would that celebrity psycholinguist from Yale try to force a choice? (And if you do not know his name, you will not read it here.) Still, if as a thought experiment, one had to choose, go with empathy.
Let us consider a use case. The NY Times reports that Russia has a list of prominent Ukrainian intellectuals, journalists, business persons, politicians, and government officials to be killed or detained as Russian forces sweep across the country.[1] The Red Team empath who takes a walk in the opponent’s shoes knows what he is dealing with – mafia style totalitarianism. What do you do when assassination is central to your opponent’s business model? Don’t expect any mercy. Man the barricades! The compassionate person may still use the rational part of cognitive ability (and perspective shifting) to arrive at the same conclusion, but the compassionate Red Team decision maker doesn’t really know what to say, at least not from the perspective of compassion. The Russians love their children too (to quote Sting)? It is only a small segment of the Russian regime that proposes to kill everyone in sight? Even psychopaths have a soft spot for children and pets (except that they do not)? This is not a zero-sum game? Actually it is a zero sum contest if the Russian team is attempting to “de capitate” the Ukrainian government.
It is quite possible that compassion, rational or otherwise, is just not a good fit for certain types of conflicts unless one can rework the situation so it is not a zero-sum game. Once the first stone flies or the first bomb goes off, both compassion and empathy are a lot less useful. Yet never underestimate the power and pertinence of empathy. That is the point of the Red Team initiative – empathy helps one survive in a hostile environment into which one is thrown due to circumstance and live to fight another day.
It really does seem that Putin and his generals did not Red Team the invasion of the Ukraine, now in its third day (2/25/22) thing very well, which, of course, does not mean that the Russian forces cannot still flatten Kyiv with artillery barrages.
Let us consider another use case. Russia threatens to invade the Ukraine – this is prior to Russia’s actual invasion. The Ukrainian team conducts a war game playing both sides. Since the Ukrainians are outnumbered, out gunned, have limited air power, and limited air defense, they are not expected to win. This is of course the reverse of the war games conducted by the US Military where the “blue team” is the USA, and the other side is generally outgunned, which of course why it was so surprising when Paul Van Riper and his red team scored a knock out. In the war game, the Ukrainian Blue Team allows the Russians to enter the country, since they cannot stop them. Then the Ukrainians blow up the bridges behind the Russian Red Team. The explosives need to have been set in advance (which seems not to have occurred in real life).
The Russians resupply struggles and some of their units run out of gasoline. These are set upon by small units equipped with antitank weapons that were hiding out in decommissioned ICBM siloes. Note that Ukraine was briefly the world’s third largest nuclear power before surrendering their nuclear weapons in 1996 in exchange for security assurances from Russia and The West. (Big mistake. But that is another story.) However, the Ukrainians still have hardened infrastructure, including bunkers, and siloes, albeit empty of missiles. They use this infrastructure to allow the Russians to drive buy, then pop up from the rear and inflict damage. The Ukrainians are defending their homeland, their families, and their lives. Red teaming takes such factors into consideration. Of course, the Russians have elite special forces, but the Russians are also relying on conscripted twenty somethings who have been told that they are going for training but are actually being sent off to war. You can’t make this stuff up. Under this scenario, the Russians expected to accept the Ukrainians surrender in three days. The Russians have enough fuel and resupply for nine days. If the Ukrainians can hold out for ten days, they win.
Update: This just in (12:30 PM CDT 2-27-2022). Unconfirmed reports state that some teenage Russian conscripts (soldiers) are surrendering in tears. Ukrainian authorities are allowing them to borrow cell phones to call their mothers, who are reportedly already lobbying Putin to stop the madness. The power of mothers should not be underestimated! Stand by for update. Meanwhile,,,
Empathic interpretation is a redescription of cognitive, top-down empathy. Engaging the empathic process as cognitive empathy is especially usefully and powerful in the Red Team situation of thinking like the enemy. But do not stop there. Even if one does not have enemies, if one gets stuck and does not have a good feel affectively as to what is going on with the other person, say one’s best friend, then mobilizing an intellectual operation to shift perspective cognitively can free up one’s possibilities for relating and interacting. If I find another person distant or emotionally remote or “on the spectrum,” one may usefully consider what one knows about what the other person had to survive or the challenges the person is facing or what one knows about the person’s role or aspirations or history. All this become grist for the mill of “jump starting” empathic relatedness where relatedness is missing.
Earlier in the discussion, empathy was described as having four dimensions and the third dimension (3) of empathic interpretation, taking a walk in the other person’s shoes was called out. The other three dimensions include (1) empathic receptivity – be open the feelings and thoughts of the other as a vicarious experience that distinguishes self and other (2) empathic understanding – engage the other as a possibility in his shared humanity (4) empathic responsiveness – acknowledge the other in a form of language or gesture that recognizes the other’s struggle, contribution, or issue. One can easily appreciate how the “bottom up” aspects of affective empathy become less relevant or useful in the context of war. Less relevant, but not completely irrelevant, since, as Lincoln pointed out in the opening quote, even long wars eventually have an outcome and the healing properties of empathy (and compassion) return to the critical path.
This is highly relevant to psychotherapy, psychiatry, empathy consulting, and life coaching. Only here “the enemy” is not the client, but the person’s disorder, diagnosis, or blind spot. It is truly a “love the sinner but hate the sin” moment (to mix in a spiritual metaphor with the clinical one). Here one must work to form an alliance with the client against an aspect of himself that keeps him attached to his own suffering. Though the suffering is real, it can be sticky and becomes an uncomfortable comfort zone.
It is not appropriate to diagnose public figures based on their crazy statements and behavior, nor do I propose to do that here. Yet there is a concerning parallelism between delusional behavior and the political fabrications (i.e., lies) and fake news of demagogues, fanatics, and fellow travelers of the Big Lie. Politicians as a class have never been known for their rigorous integrity in honoring their word, yet the success that some demagogues have in persuading the people to follow them – often off a cliff – must give one pause.
Such influence often comes from the would-be charismatic “leader” believing his own lies and fakery. It does lend a force to the fanatic’s message and comes to resemble, without however being the same as, the delusional person’s self-delusion. Though there is too much suffering to bear between where the world is at right now (2/25/22) and some end point = x, the most likely outcome is Putin is finished. Putin is done – a shell of a human being, ravaged by the neurological consequences of power and Covid. We do not know how suicidal he is – think of Hitler in his bunker. Not a comforting thought. The question is whether Putin decides to take the rest of the world with him in a nuclear holocaust, and whether saner minds in the Kremlin can stop him. Red Team that!
[1] https://www.nytimes.com/2022/02/20/world/europe/us-russia-ukraine-kill-list.html
Empathy and the Novel by Suzanne Keen (Reviewed)
Suzanne Keen’s Empathy and the Novel (2007, Oxford University Press, 242 pp.) can be read as an introduction to empathy studies, fiction (novel studies), and reading in the enlarged sense of engaging with the Humanities. Keen’s approach to these intersecting discourses is nuanced, subtle, and not easily summarized. She provides a great springboard for further conversations, elaborations, and social psychology experiments.
The usual definitions of empathy are reviewed, especially: a vicarious, spontaneous sharing of affect (2007: 4). I would add: talking a walk in the other person’s shoes; transiently, temporarily, and selectively identifying with the other person; appreciating who the other person is being as a possibility; feeling and experiencing vicariously what the other person feels and experiences; being fully present with the other person in such a way as to acknowledge and respond to the other’s humanity. Keen’s book is fully buzzword compliant, including accounts of theory of mind, mirror neurons, and storytelling.
A significant aspect of the interest in relating empathy and the reading of fiction, especially novels as in Keen’s book, is to make the world a better place. Read some quality fiction; expand one’s empathy; and take action to improve the world. Wouldn’t it be nice?
Keen notes: an ideal type case is that of Harriet Beecher Stowe’s Uncle Tom’s Cabin (1852), which, in its time, was a run-away best seller, opening the eyes of contemporaries to the injustices and inhumanity of slavery, furthering the cause of abolition. Even if such a book as Stowe’s did not directly create a social movement, with the benefit of 20-20 hindsight, it is notable as representing a parallel and behind the scenes shift in the prevailing values of the community. (Sinclair’s The Jungle or Dickens’ Oliver Twist might be added to the list of influential works (2007: 118)). And yet the libraries are overflowing with novels that did not make a difference and are read by few.
Due to the importance of the empathy-altruism hypothesis developed by C. Daniel Batson, Suzanne Keen begins her book on Empathy and the Novel with Batson’s hypothesis and its relation to the practice of reading fiction.
At the risk of oversimplification, I gloss the subtleties and what the empathy-altruism hypothesis gets right: empathy creates a clearing for the prosocial, helping behaviors of altruistic behavior such as one finds in Good Samaritan scenarios. When read judiciously, this hypothesis neither reduces altruism to empathy, nor vice versa. Experimental subjects who are empathically “primed” find that their “empathy” understood as prosocial engagement spontaneously manifests itself in the direction of altruism when challenged to do so. Nevertheless, Batson’s work is a masterpiece of studied ambiguity when it comes to deciding where the boundary lies between empathy and altruism.
Keen’s approach privileges the novel, in which the fictional world brings forth a “safe space,” in which empathy can be applied without requiring that anyone take action: “…[F]ictional worlds provide a safe zone for readers’ feeling empathy without a resultant demand on real world action” (2007: 4). That is quite appropriate from the perspective of a professor of English literature. However, one might just as well reverse the equation. Empathy creates a clearing for acceptance and toleration within which the imagination performs its work of capturing experience as a narrative in which the empathic exchange of emotional and imaginative psychic contents occurs.
My position in the matter is: Empathy opens us to (“tells us”) what the other person is experiencing; our good upbringing, morals, ethics, and professional practices tell us what to do about it. This makes it sound like empathy is a mode of observation or perception, and it is indeed that. However, insofar as empathy is something that requires two people in interaction, the empathizer is required to perform an empathic response in order to complete the loop and validate the empathic interaction.
One key point of debate is whether reading novels expands a person’s empathy. Though Keen is inclined to favor this hypothesis, she marshals significant evidence on both sides of the debate and concludes that the jury is still out.
The literary career of empathy (Keen’s incisive phrase) extends from 18th century warnings by the clergy and other learned men that novel reading ranks among the incentives to the seduction of female readers (Keen, 2007: 37) all the way to the enlightenment philosophers such as David Hume and, finally, Percy Bysshe Shelley’s guidance to extend the sympathetic imagination to feel with others. “Sympathetic” because the word “empathy” had not yet been coined in the English language (which would happen in 1909 as E. B. Titchener’s translation of the German “Einfühlung”). Fast forward to James Joyce, Sam Beckett, and Berthold Brecht, who become anti-empaths, privileging defamiliarization and estrangement in narrative.
The moral peril of vicarious emotions to the innocence of girls becomes the emotional contagion that Brecht sees as subverting the consciousness raising of the workers and potential for revolutionary action of the working class by means of his Epic Theatre. None of this is full blown adult empathy, but it is on a spectrum of empathic relatedness that is wide and complex.
Arguably, the listening and receptivity of the community were ready to respond to the message of these books due to seismic shifts in social and productive relations; and the book provided concise language and a set of powerful images to make the point at hand. Though correlation is rarely causation, sometimes correlation is good enough.
No substitute is available for the “magic bullet” of identifying a specific replicateable cause, and such discoveries are rare. Though many people confuse cause and effect (nor am I saying that happens to Keen!), from the point of view of an alliance between empathy, fiction, and social action, it is almost as enlightening and effective to have the literary fiction represent the “signs and portends” of social dynamics that can then become the target of appropriate political action, fund raising, consciousness raising, and social influence. As Keen puts it, “…[reading literary fiction becomes] a sign of one’s empathy and commitment to human principles” (2007: 167). Reading literary fiction – presumably along with political editorials – would be a source and a method of consciousness raising. Still most readers do not look to reading literature as sources for social action in the real world – or at least the evidence-based studies that Keen sites do not show such a result. (2007: 118).
All the casual, easy generalization such as “altruism results in expanded empathy,” “empathy results in expanded altruism,” “reading quality fiction (novels) enhances empathy,” “empathy enhances appreciation of the novel” have significant qualifications, conditions, and counter-examples. Never was it truer, the devil is in the details; and Keen’s work contains a wealth of engaging examples and background on empathy studies. Incidentally, Keen ends her book with some twenty-seven proposals about narrative empathy (2007: 169 – 171).
In discussing the enhanced empathy of authors, who report that their characters come to life in their imaginations, Keen acknowledges the moral ambiguities of the possibilities of empathy for both good and evil. For example, Keen reports that William Pierce (pseudonym: Andrew MacDonald), founder of a white supremacist organization, published The Turner Diaries (1978), containing hateful depictions of blacks, Jews, and gay people. The novel was apparently written with some literary skill. Timothy McVeigh, the bomber of the Federal Building in Oklahoma City (1995), studied this book, and, based on the account in the novel, “emulated its protagonist by building a fertilizer bomb to explode a government building […] made and deployed in a small truck” (Keen 2007: 127).
True, it is highly improbable that the novel by Pierce (MacDonald) caused an upstanding citizen to become a mad bomber. McVeigh was already entangled with murderous levels of prejudice and deviance, and was therefore attracted to the novel. Do not confuse cause and effect; yet the evidence is that this white supremacist novel – and the bomb making parts of it – inspired McVeigh and made him a more dangerous deviant.
Another celebrated example of a novel having alleged causative effects, not mentioned by Keen, in the real world is Goethe’s The Sufferings of Young Werther, in which the broken-hearted hero commits suicide. There really was an epidemic of copycat suicides across Europe in which romantically devastated individuals would jump off of bridges with a copy on the novel in their respective pockets as a kind of suicide note. More good empathy gone bad? Can’t get no satisfaction – or empathy? More likely, individuals who were already suicidal found an expression of their suffering in literary form thanks to the dramatic finesse of Goethe.
I offer a bold statement of that which is hidden in plain view. The hidden variable is the practice of empathy itself. If I read a novel that enrolls me in the practicing prosocial empathic responsiveness to my neighbors, then empathy is expanded. If I read a novel that enrolls me in the practice of white supremacy, then the latter is expanded.
One could argue, though I will dispute the formidable ambiguities, that even white supremacists can be empathic towards other white supremacists. That is the critique of empathy that asserts empathy is too parochial, limited only to the in group, and, as such, a problematic “virtue,” if one at all. The answer is direct. In so far as the white supremacists [and so on] require one conform to a certain prejudiced, humanly devaluing ideology to qualify as the recipient of the practice of empathy, the empathy misfires and fails.
Thus, the debate is joined. The celebrated Self Psychologist and empathy innovator Heinz Kohut, MD, gives the example of the Nazis who equipped their dive bombers with sirens, the better to impart empathic distress in their victims, thus demonstrating their (the Nazis’) subtle “empathic” appreciation of their victims’ feelings. I am tempted to say, “The devil may quote scripture,” and Nazis may try to apply some subset of a description of “empathy.”
Note that Kohut speaks of “fiendish empathy” and the use of empathy for a “hostile purpose” while emphasizing his value neutral definition of empathy as “vicarious introspection” (1981: 529, 580). Nevertheless, the point is well taken that empathy is a powerful phenomenon in all its dimensions and requires careful handling. [For further details see: “On Empathy,” The Search for the Self: Volume 4: Selected Writings of Heinz Kohut 1978-1981, London: Karnac Books, 2011: 525 – 535].
The Nazi applies a kind of entry level emotional contagion or affective transmission of feelings, but the process breaks down at the point of empathic responsiveness. Empathic responsiveness requires a core of acknowledgement and recognition of the other person’s humanity.
But it is plainly evident that the would-be “empathy” of the Nazis (or the white supremacists) misfires and fails in a contradiction. It is a flat-out contradiction to relate authentically to another human being while dehumanizing him or her. Empathy doesn’t work that way. Empathic responsiveness simply does not admit of bombing people or disqualifying them as “less than” or other than human when they plainly are human.
One of the strongest points of Keen’s book is the final chapter on “Contesting Empathy,” in which she cites a long series of objections, qualifications, and doubts about empathy. Failed empathy, false empathy, fake empathy, breakdowns of empathy, and the social construction of the emotions are engaged and deconstructed. Empathy has to run a gauntlet of things that can go wrong with it, though I suggest it emerges out of the backend bruised but still in one piece.
This point is not well-understood in the empathy research literature where break downs of empathy are mischaracterized as features of empathy itself. To blame empathy for its misuse, breakdowns, and misapplications is rather like using the smoke alarm to decide when Thanksgiving turkey is done.
Keen is concerned that the empathy-altruism hypothesis with which she launches her project is left hanging by a thread. If the work of Kohut is to be credited (who, by the way, is not mentioned by Keen), the hypothesis is not likely ever to be validated. Yet if empathy is a practice, not a mere psychological mechanism, then by practicing it, we get better at it in using it to reinforce and expand our shared humanity. Empathy becomes a powerful force in creating a clearing to call forth “the better angels of our nature.” The empathy-altruism hypothesis as an aspirational project, not a social psychology given.
Thus, the really tough question is how does “empathy” as a psychological mechanism relate to “empathy” as a interpersonal process and “empathy” as a practice in relating to people. One starts out talking about empathy as a psychological mechanism, subsumed by a biological mirroring system (even if mirror neurons remain debatable) and invoking identification, projection, and introjection.
Almost immediately one has to give an example of two people having a conversation in which one is feeling and experiencing something that the person may or may not “get” or “understand.” Then one finds oneself immediately discussing the practical considerations of why, in the course of the personal interaction, the empathy succeeded or broke down in a misunderstanding, and how to improve one’s practice of empathy based on experience.
It makes a profound difference from which definition of empathy one begins, though ultimately one has a sense of traversing all the distinctions and simply coming back to enhanced relatedness and understanding of the other person.
One goes in a circle. Readers are attracted to the literary fiction that speaks to their hopes, possibilities, and fears, which, in turn, expands and reinforces their hopes, possibilities, and fears. Then, either by accident or diligent search, readers encounter new forms of writing that change their experiences and perceptions. The writing causes the readers to see existing social structures and ways of relating to other people in new ways. The hermeneutic circle of interpretation? The engaging thing about bringing the hermeneutic circle to empathy is that it provides a series of steps, phases, within which logically to organize the process. Even if ultimately such a hermeneutic circle of empathy falls short of a formal algorithm, one gets a coherent guide against which to succeed or fail and engage in a process of continuous improvement based on experience.
What if a rigorous and critical empathy gave us the data needed to grasp the way to the humanity enhancing actions that need to be taken? The application of empathy would become an imperative guiding our reading and relatedness along with the moral imperatives so important to Keen and Batson. Empathy has not usually functioned as a criteria of literary significance or greatness – until now.
REFERENCES and NOTES
Since Keen published her book in 2007, several peer-reviewed have appeared that support the hypothesis that reading literary fiction expands empathy. These are useful, but do not decisively determine the outcome of the debate; and, obviously, these researchers did not include Pierce (MacAndrews) on their list. A lot of work gets done here by the adjective “literary.” For example:
Bal, P. M , Veltkamp, M. (2013). How Does Fiction Reading Influence Empathy? An Experimental Investigation on the Role of Emotional Transportation. PLoS ONE 8(1): e55341, https://doi.org/10.1371/journal.pone.0055341;
David Comer Kidd, Emanuele Castano. (2013). Reading Literary Fiction Improves Theory of Mind, Science 18 October 2013, Vol. 342, Issue 6156, pp. 377–380, DOI: 10.1126/science.1239918;
Kelly Servick. (2013). Want to Read Minds? Read Good Bookshttps://www.science.org/content/article/want-read-minds-read-good-books [The page # is not available on the web version; but they are short articles.]
The reader may usefully review my blog post on these publications and “reading literary fiction expands empathy”: https://bit.ly/311A2G8
(c) 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
Resistance to Empathy and How to Overcome it (Part 1: Organizational Resistance to Empathy)
You don’t need an expert to practice empathy
Every parent, teacher, doctor, social worker, sales person, person with customers, first responder, consultant, neighbor, or taxi driver already knows a lot about empathy. They would not be successful, much less survive, if they did not practice empathy. You may need a license to be a barber and cut hair. However, outside totalitarian state, no one can require that you have a license to do what comes spontaneously to the vast majority of human beings—be empathic. However, an expert can be helpful in clarifying distinctions, providing tips and techniques, and modeling the empathy you want to get or apply and expand.
Parents are naturally empathic towards their children; teachers, towards their students; medical doctors, towards their patients; business people, towards their customers, consultants towards their clients, and so on. Even if a person is clumsy and does not get empathy quite right, people can’t stop doing it. Yes, that’s right—people can’t stop being empathic; but then fear stops them—fear of experiencing vicariously another person’s pain, struggle, conflict, or suffering—and a breakdown occurs in their empathy. There must be something wrong here! Blame starts flying around. They blame themselves. They blame the other person. They blame empathy.
Even if doctors are trained to “tune down” their spontaneous empathy until it becomes “detached concern”—and good reasons exist for doing that at times—empathy naturally breaks through, and they often relate authentically to their patients as one human being to another in spite of themselves.[i]
The really useful thing is that in learning to contract one’s empathy, one is also learning expand it, because one is learning to regulate and manage empathy. Contracting one’s empathy also means being able to expand it. “Dialing down” empathy also means being able to “dial up” empathy.
“Dialing down” empathy does not mean “stop listening,” “be unkind,” “blame,” “make wrong,” “reject,” “be hostile,” “use devaluing speech,” or “feign thoughtlessness.” Such a response would be absurd.
There is a sense in which a feeling may be socially appropriate or inappropriate—for example to laugh at a funeral when nothing is funny—feelings are valid in themselves in that they always are what they are.
A feeling may be an inarticulate judgment—fear being the judgment that one should run from danger—especially if a mountain lion is coming around the bend. The fear is an absolute given in the moment.
One may wish that one felt differently than one does in fact feel in the moment; but that one feels a certain way is an absolute given.
The best way to turn fear into an out-an-out panic attack is to say to oneself: “This (fear) should not be!” But of course it is, so that means what? One has lost control. Panic!
The recommendation? Accepting the feelings as what’s so does not make an unpleasant feeling any easier to bear, but it takes away its power, drains the upset out of it, and gives one space to be in equilibrium with oneself again. Thus, radical acceptance of the feeling is an effective method of “dialing down” one’s empathy.
Most people are naturally empathic, but they lack practice. They set about practicing empathy, but are clumsy. Or they had a bad experience in relation to their own empathy or someone else’s (lack of) empathy. They develop a “flinch reflex” when it comes to practicing empathy. For such individuals, resistance to empathy replaces their spontaneous empathy. Most people use empathy every day, and do not need an expert to tell them what it is. Olympic athletes get a coach, but it is not because they are not good at what they do. They are good at what they do; and are striving to get to the next level of excellence. Few people claim to be really good at empathizing. Those persons who are practiced in empathy can be useful coaches in helping one to clarify definitions, engage the hard cases, and distinguish how to transform breakdowns of empathy into breakthroughs that make a difference.
Using empathy—practicing empathy—sometimes means being used by empathy. Yes, empathy uses us.
“Being used by empathy” means that the person has trained in being empathic, so that the person has a level of mastery that allows the person to be empathic (or not) without thinking too much about it. Empathy has become practiced, habitual, and automatic.
There’s what we know we know about empathy. There’s what we know we do not know about empathy and hope to find out. Where did the word come from? What are mirror neurons anyway? How does one expand one’s empathy?
Finally, there is what we do not even know we do not know about empathy. The third area is where this book and its training operates—what we do not even know we do not know: our blind spots about empathy; our vulnerability, shame, and cynicism in relating to others; and our resistance to empathy.
Empathy requires that one get “up close and personal” with other people. Other people can be notoriously difficult, irritable, dishonest, manipulative, apathetic, too pushy, or contrary. Other people resist being on the receiving end of empathy, because being understood makes them feel vulnerable.
If someone understands me, really understands me, then he can use what he understands about me to take advantage of me. Now an authentically empathic person would not do that, but the world is not known for being filled with authentically empathic people.
Well-intentioned persons sometimes simply misunderstand what empathy is and are resisting something else that they happen to call “empathy.” They mistake the breakdown of empathy in emotional contagion, conformity, projection, distortion, mind reading, or lack of responsiveness, for empathy proper, and throw out the baby with the proverbial bath water. The empathy lesson in confronting resistance to empathy is direct: remove the resistance to empathy, and empathy comes forth, develops, and blossoms. Empathy expands.
Overcome resistance to empathy: empathy expands
Another person’s blind spots are easy to see, but one struggles to catch a glimpse of one’s own. Thus, one of my own blind spots about empathy comes into view, albeit in my peripheral vision. When I do not get my way, I have the thought that the other person (or the world) is unempathic. This is of course absurd and self-serving, though, heaven knows, empathy is unevenly distributed in the world. The empathy lesson? Wherever there is empathy, can narcissism be far away? (No.) Thus, I clean up the thought—give it up, distinguish it as not helpful, let it go. But no matter how may times I give it up, the next time I am frustrated, it seems like there is that thought again, coming into view like the grin on the Cheshire cat. Only now it becomes an inside joke, and a challenge to earn my empathic wings everyday.
This lesson is easy to express, hard to do. The devil is in the details. One has to descend into the hell of one’s empathy breakdowns in order to emerge from the refiner’s fire of self-inquiry with renewed commitment to empathy, relatedness, and community. This sounds too hard. No one said it would be easy.
How to start? One begins by introspecting. Acknowledging one’s own lack of integrity and inauthenticity in the matter of empathy. Like the labors of the mythical hero Hercules, there is a whole lot of shoveling of manure to be performed.
Cleaning up broken interpersonal relationships is on the agenda. Repairing integrity outages and inauthenticities is in order. Empathy training includes the requirement to go out into the world of one’s relations with other persons and engage and practice.
The very idea of resistance to empathy inspires resistance. The idea of resistance to empathy requires motivation.
What could that even be? Resistance to empathy seems to make no sense. It sounds like resisting motherhood, puppies, or apple pie.
The idea that some people would resist empathy is surprising. Very surprising. What’s not to like about empathy? A great deal it seems. Even within this way of talking, appearances can be deceptive. Puppies make a mess on the new carpet. Apple pie is delicious, but it makes one fat. Mothers are wonderful people. The human race owes its existence to those who are mothers both individually and as a community; but motherhood is a damn tough job, not withstanding its many rewards. Mothers require a lot of support. Volunteers?
In general, receiving empathy is like getting a gift; providing empathy requires effort. Getting empathy is a benefit. Providing empathy requires listening to the other person, attending to one’s introspective reaction to the other person, managing the increase in tension, living with the uncertainty of being open to the other person, being vulnerable, and risking misunderstanding. This is why providing empathy inspires resistance. It requires work.
On the other hand, receiving empathy from a committed listener has been compared to sinking back into a warm bath. It is relaxing. It reduces stress. It is restorative of one’s emotional equilibrium. However, even in a one-on-one conversation, receiving empathy sometimes feels like being publicly acknowledged and recognized at a banquet. It has its uncomfortable side.
It is not always easy to be explicitly acknowledged and recognized for one’s contribution. One may feel ambivalent about being exposed and vulnerable. So even receiving empathy, though properly regarded as a benefit, has its conditions and qualifications; and some people are made painfully self-conscious by being acknowledged.
Whether one is giving empathy or receiving it, empathy has its dark side. If one is committed to giving empathy—being empathic—one is vulnerable to burnout, empathic distress, or “compassion fatigue.” If one is on the receiving end of empathic receptivity, though a restorative experience, one is still exposed in one’s potential weaknesses and limitations. One feels vulnerable to misunderstanding by the other person, to whom one has exposed oneself emotionally.
At a deeper level, resistance to empathy lives in our individual and collective blind spots about our dear self. Where there is empathy, can narcissism be far away? “Narcissism” is a way of relating to oneself. The mythical Narcissus was an attractive young man. He was so enamored of his own reflection in the mirror-like surface of the pond—this was before the invention of “selfies”—that he did not see the dangers of his surroundings. In different versions of the myth, Narcissus either fell into the water, drowning in his own image of himself, or he was consumed—metaphorically eaten—by the lion of his narcissistic desires, who also frequented the watering hole.
The empathy lesson of the myth of Narcissus? Empathy requires de-emphasizing “the dear self.” Even for someone committed to giving empathy such a de-emphasis of self-love is not automatic. When the empathy being delivered includes recognition, people struggling with self-esteem issues—either too much or too little—find it challenging just to accept the acknowledgement. “Naw, it wasn’t nothing—just doin’ my job.” It is not easy to be acknowledged, and therein lies resistance to empathy, too. Though receiving empathy feels good, it is not easy to open up to another person and acknowledge one’s personal issues, sufferings, sources of shame, or struggles.
In every instance of resistance to empathy, the empathy lesson consists in identifying, engaging, reducing, managing, or eliminating, the resistance to empathy by interpreting the resistance; driving out cynicism, shame, guilt (and so on); saying what is missing the presence of which would make a difference (such as respect for boundaries or contribution); and being open to the possibility—of expanded empathy.
When the resistance is reduced, empathy has space to expand, which it does so spontaneously as well as through providing explicit practices, tactics, strategies, and training.
The qualities that make organizations successful are not always the qualities that enhance their empathy. I am so bold as to assert this generalization applies whether the institution is a tax paying public one, listed on the stock exchange, or a nonprofit, community organization. Whether the corporate mission is to deliver value in manufacturing automobiles or to serve the community by collecting and distributing whole human blood to sick people, the ultimate truth is: no money, no mission.
Yet to say that the purpose of one’s business is to make money is like saying the purpose of life is to keep on breathing. Well, okay. The two are closely related. Definitely, don’t stop breathing. But somehow “don’t stop breathing” is not very useful as life guidance; and, likewise, “make money” is not a useful business strategy.
The ongoing process of living—or doing business—should not be confused with the purpose, vision, strategy, and meaning of the activity in the direction of excellence, whether in business or the community.
In most successful organizations, expanding revenue is a result of a successful strategy—applications and implementations that deliver value—and satisfy the demands of the customers, employees, and stakeholders. The expanded revenue is the effect of getting the vision and implementation just right, not the cause of it.
Successful enterprises of all kinds have to handle navigating an intricate, complex network of rules assigned by government, law enforcement, taxing authorities, and non-governmental special interest groups. Business and nonprofit enterprises must contend with competing organizations that assert and authentically believe that they can provide the product or service at lower cost or higher quality. Within the enterprise itself, the organization must balance the personalities of the leaders, individual contributors (workers), and stake-holders, who make up the organization.
An inherent challenge exists in building organizations and crafting an administrative structure that actually functions; and then getting the administrative structure—the bureaucracy—to act in a responsive and balanced way to customers, employees, and stake-holders.
Economies of scale that require fitting people into functions that can be substituted for one another to increase efficiency rarely expand empathy, because empathy consists in recognizing differences in individual contributions.
Hear me say it, and not for the last time: the things that make us good at business, including the corporate transformation of American medicine and education, do not always expand our empathy. What to do about it? The battle is joined. The recommendation?
Let your customers, constituents, or stake-holders train you in empathy: Realize that if you do not respond empathically, the customers are just going to go quietly to the competitor that does. Empathy is good for business. If the customer has a complaint that he is having trouble expressing, then use one’s listening skills to get to the bottom of things.
If the customer expresses anger, know that empathy is one of the best methods, bar none, of deescalating conflict and soothing anger. “Gee, it really does sound like you have not been well treated. Let’s see what we can do to make things better” [or words to that effect].
Still, I do not know of a single organization that as of the date of publication of this book, when making decisions, serving customers, documenting complaints, closing sales, managing conflicts of interest, asks: “What would the empathic response be?”
To be sure, aspects of the empathic response are included in such common factors as “be respectful to customers,” “be helpful to clients,” “keep one’s agreements,” “strive to deliver value.” Empathy is already in the mix, and many customers are willing to pay a premium for empathic services even if they do not use the word “empathy.”
The astute businessperson, committed to expanding the enterprise, knows that “if you want to gather honey, do not knock over the bees’ nest.” This is distinct from empathy, but not by much. Thus, the task is to nurture the seeds of empathy already present in abundance, but lying in hiding in cynicism and denial, while making the case that smart organizations build and deliver value empathically.
The legendary Marshall Field, one of the inventors of the department store, on which the sun is now setting, and a kinder, gentler robber baron of capitalism, is famously quoted as saying, “Give the lady what she wants.” It made Field rich, and his workers well off. It is perhaps a sign of the times that Field’s was purchased by Macy’s some years ago, which has struggles of its own in a world in which retail, having been “Amazoned,” is not what it used to be. So the tenuousness of the market value of empathy can be measured by the mark down of the once storied Field’s Enterprises in the face of Internet shopping.
An alternative redescription of the fire sale of Marshall Field’s flagship stores is that individualized, personalized, customized one-on-one service has moved to the ultimate free market, the Internet, once again, disintermediating the disintermediators. I would not rule out expanded empathy in online cyberspace, but, even allowing for the convenience of shopping naked, it is a work in progress.
Even in mild and efficient bureaucracies, people misuse organizational rules and paper work to create resistance to empathy. Passing the buck, “Not my job,” “I’ll have to get back to you,” “We received no such request,” “I don’t know, and I can’t tell you when,” are common responses. Bureaucrats (which used to mean “office worker,” but is now a devaluing term) address such pseudo-answers not only to customers, but also to their coworkers and managers.
Resistance to empathy uses organizational rules and regulations to build protective walls, instead of teamwork. Without concern for the other person, bureaucracy unwittingly creates obstacles that prevent workers from being present with one another.
Mutually implementing and contributing to agreements with the organization and one another is not a priority. Perpetuating the bureaucracy is. Managing permissions and gaming the system occur to avoid work, rework, and overwork. The threat of uncompensated overtime and overwork consumes the energy required to get the job done.
People automatically and unwittingly fall into resistance to empathy, exploiting the tendency to be territorial.
The organization itself can show up as the unempathic authority figure—like the unempathic parent, who leaves the child feeling devalued, depressed, and de-energized. In response, an individual pushes back against the organization and its rules, disagreeing and speaking truth to power.
Rarely does the organization respond empathically to the individual, but rather urges the individual to conform. The individual asks for an accommodation. “Power” exhorts the individual to comply. “Power” says, “I did not make up the rules—I just enforce them.”
The individual states that the organization exists to serve the stake-holders, not to perpetuate its own rule-making. But rule-making has a way of becoming habit forming, if not addictive. Whenever a problem, issue, or breakdown occurs, the tendency is to try to formulate a rule to cover the new case. If the individual continues for any amount of time in a state of non-compliance, then “power” tends to experience a loss of authority, which is deeply threatening and unacceptable to “power.” Power escalates efforts to force compliance. Power imposes sanctions, increasing the cost to the individual. Empathy struggles to make a difference and be heard.
Compliance is definitely trending. This is the age of compliance. And there is nothing wrong with compliance as such. Stop on red; go on green. Yet sometimes so many “shoulds” exist that doing one’s job can end up on a slope of diminishing returns. Filling out the required paperwork takes an increasing percentage of the workday.
For example, some people train to become nurses because they care about other people, and they want to take care of them and their health. However, when virtually every patient encounter has to be documented to satisfy compliance regulations, then an eight-hour workday includes hours of electronic documentation. Many nurses are saying, “This is not what I signed up for.” Engagement—a synonym for empathic nursing encounters—struggles for space to make a difference.
“Compliance” includes conforming to acceptable boundaries and limits. No one is saying break the rules. No one is saying disregard boundaries. Rather one is saying relate to rules and boundaries empathically. But what does that mean? Even if the light is green, look both ways for emergency equipment or an inattentive driver running the light. Don’t be dead right. And as applied to empathy?
Empathy is about traversing boundaries between individuals. But these include not only boundaries between the self and the other, but boundaries between those in a position of authority and subordinates, between insiders and outsiders in communities, and between those who are insiders and those who feel left out—or are actually marginalized and have become invisible.
Humor and empathy versus cynicism
Cynicism and denial are the enemies of empathy. The empathy lessons are simple: Empathy up, cynicism down. Humor up, empathy up. Yet in the face of life’s challenges, setbacks, and struggles to survive, everyone gets cynical on a bad day.
Ground zero of cynicism and humor is Scott Adam’s Dilbert cartoon. It is wickedly funny, because it expresses more than a grain of truth about dysfunctional, anti-empathic organizations.
In one classic example, the pointy-haired boss says that from now on the organization will assign job functions based on the Myers-Briggs Personality Test (MBPT). For those readers who may not know, the MBPT is the test that distinguishes introversion and extroversion, thinking and feeling, and related categories. The boss continues: “For those of you who do not have a personality, one will be assigned by the human resources department.”[ii] I must say that I am deeply ashamed of myself—I can’t stop laughing.
In humor, stress and psychological tension are created by violating a standard—saying people in corporate cubicles have no personality—and then the stress is released in laughter by the mechanism of the joke such as a pun, double meaning, or violation of expectations.
Humor is closely related to empathy in that both humor and empathy cross a boundary between the self and the other. However, unlike empathy, in which the boundary crossing occurs respectfully, with acknowledgement of the other person’s contribution or struggle, and with recognition of humanity, in humor the boundary between self and other is crossed with aggression, put down, or (in other cases) sexuality. The rule? The more objectionable the joke is, the funnier it is. The put down, “If you do not have a personality, one will be assigned by HR” is indeed wickedly funny; but it is also deeply debunking of the corporate world (and shaming of the individual), in which people come to feel like a gear in an inhuman mechanism.
So empathy for the long suffering inhabitants of corporate cubicles, whose personalities are at risk of being erased, does come to the surface after all. The laughter largely dissolves the cynicism. It is a commonplace in the organizational world that people function as replaceable cogs in a well-oiled machine. Therefore, the cartoon is an example of what not to do. Cynicism and shame drive out empathy; and, more importantly, driving out cynicism and shame create a space into which empathy stands a chance and can expand spontaneously.
How then does one drive out cynicism, shame, denial, and so on? The short answer is by calling it out, acknowledging it, interpreting it, and offering an alternative point of view. Not “alternative facts,” which have come to mean “spin” and “deception”; but an alternative perspective. It is now cynicism versus empathy in the organization.
For example: “Given the challenges we are facing, it is easy to become cynical. However, I have an alternative point of view. If we adhere to our commitments, then the way forward is clear. Not easy, but clear. We have to … remember who we authentically are, serve the customer, be inclusive, expand the community, be guided by our empathy (and so on). We have to live up to our commitment that everyone who comes in contact with the organization, even if we cannot completely solve their problem, is left whole and complete, treated with dignity and respect (and empathy).”
In the face of pervasive cynicism, it takes courage for a person to responds empathically. Such a person may be perceived as a threat to the prevailing, default attitude of “I won’t call you on your lack of authenticity if you don’t call me on mine.” Such a committed person is at risk in standing out from the crowd; but such a person just might provide the leadership, gather the power to make a difference, get the job done with grace and ease under pressure—and get a promotion.
One does not even have to stop being cynical, since it is so pervasive, but one has to adhere to one’s commitment to making a contribution, work to make a positive difference, and deliver value on one’s agreements.
Cynicism is shown up for what it is: taking the easy way out. The practice of empathy is hard work.
It is not only the executive suite, but also the front and back office and every part of the supply chain in between that are staffed by harried people pushed down into survival mode by a cruel gig economy where empathy is not a priority. Of course, empathy gets paid lip service. Please pardon the double negative—one dare not not pay empathy lip service.
However, all-too-often, empathy is too messy. It is too complex. We are not even sure what empathy would mean in an organizational context. We need results now. Suck it up. Get over it. Conform! Nor is there anything wrong with conforming as such. Submit your expense report on time. Even the customer wants to conform, if only he could get the product to function as designed. It is just that empathy is too time consuming, which means—it is too costly.
Yet never was empathy more important than when it seems there is no time for it. Positively expressed, as with most forms of resistance, the method of overcoming it is to call it out and interpret it. Once visible and explicit, it is less formidable.
The empathy of cross-functional teams, managing by walking around, making a contribution, building the bigger team, being inclusive of all the stake-holders, communicating goals and connecting the dots between individual accomplishments and the objectives of the entire organization—these create a clearing in which empathy shows up and makes a profound contribution to the success of the organization.
In addition, one’s employer is not one’s parent. Remember the sign in the common kitchen that says “Your mother does not work here—clean up your dirty dishes!”? Of course your mom told you that, too, and she did “work here” at home, and it still hasn’t snuck in.
Notwithstanding the rich comic possibilities, one’s employer and its leaders do indeed “work here.” Leaders provide powerful examples to whom we look for inspiration. This must give one pause about the state of leadership today. Just as children have to get empathy from their parents before they can give it to others, employees have to see and experience examples of empathy from their leaders to be effective in their own roles as individual contributors. The idea is not to be paternalistic, but to lead by example, the example of empathy.
The difference between banging on a stone and building a cathedral
Executives of all kinds have varying degrees of empathy and different attitudes towards it. It may sound like yet another burden that the CEO now also has to take the role of “Chief Empathy Officer.” This comes up for detailed discussion below in the chapter on the empathy application to “Business and empathy, capitalist tool.”
Meanwhile, when I am bold and ask executives what is the budget in the organization for empathy training and empathy consulting, they usually look at me with a blank stare or just say “zero.” However, when I ask what is the budget to reduce conflict, enhance teamwork, innovate and improve productivity, inspire participation, cause the staff to take ownership of the mission and honor their agreements, then the leaderships sees possibility where none had previously been present and makes it a priority to obtain a budget.
Simply stated, empathy training consists in surfacing the resistances to empathy, the pervasive fear and cynicism (and so on) in the organization that lurks just beneath the surface; interpreting the resistance, and driving it out: “It is perfectly understandable that you would be cynical, given what you have been through, but that is not who you (we) authentically are. Rather we are the possibility of [health, transportation, nutrition, education, retirement, housing, recreation, and so on (according to the mission of the organization)].”
What would it take to design agreements that overcome resistance and commit to aligning organizational and individual goals and then taking action to implement the agreements on an ongoing schedule? The empathy training consists in engaging in a sustained dialogue for possibility around agreements that work for everyone in delivering value.
In particular, overcoming resistance to empathy, expanding empathy, is on the critical path to eliminating or at least reducing organizational conflicts and dysfunctional behaviors. When staff, executives, stake-holders, and so on, expand their empathy for one another and for customers, they are able to deescalate confrontations and negativity; they avoid provocative and devaluing language; and they are able to head off dignity violations, all of which reduce the conflicts that literally suck the life out of organizations.
When employees appreciate the possibilities of empathy, they even try to replace office politics with professional behavior. Staff get more done because they can concentrate on doing their jobs, working smarter, and serving customers and coworkers rather than struggling with departmental politics.
In addition, expanding empathy—overcoming resistance to empathy—is on the critical path to building teams. Empathy is the foundation of community, and the team is nothing if not a community. In empathy, people practice giving acknowledgment and recognition for their contribution to the success of the team and the organization. Being inclusive does not always come naturally or easily to us humans, territorial creatures that we are. We oscillate between closeness and distance like a pendulum.
However, no organization can succeed without including every contributor and turning him or her loose to do the job at hand. Even in hierarchical organizations, where departmental boundaries are rigid, empathy works to demonstrate that good fences makes good neighbors but that gates are needed in the fences through which empathy can be practiced.
Expanding empathy is also on the critical path to innovation and enhancing productivity, because people feel gotten for whom they are as a possibility and as a contribution. They stop withholding and working in quasi-competitive isolation. When they get in touch with one another as possibilities, the business results take off.
Successful leaders know the importance of drawing on the talents of every contributor. When employees get a sense of how their role and contribution fits into the whole, they work to deliver on their commitments.
That is the key to improved productivity. People are generous in sharing their ideas for process and product improvement, because they feel confident their contribution makes a difference and is recognized. For example, two workers are going through the same motions, making the same gestures. An empathic milieu makes the difference between the one, who is banging with a hammer and chisel on a chunk of stone, and the other, who is building a cathedral. The worker’s gestures are exactly the same. The one is sentenced to hard labor; the other participates in greatness.
[i] Jodi Halpern. (2001). From Detached Concern to Empathy: Humanizing Medical Practice. Oxford: Oxford University Press.
[ii] Scott Adams. (1996). The Dilbert Principle. New York: Harper Business.
Top Ten Empathy Lessons: Trends for the New Year 2018
Here are Empathy Lessons for the New Year ahead. You know what would really interest me? To hear from you (dear reader) what is your empathy lesson? Whether inspired by this list or your own experience over the winter holiday or living into the future: what is your empathy lesson? (My contact data is at the bottom of this post. Let me hear form you.) Meanwhile, my top ten (10) trends in empathy lessons for the New Year 2018—this is a count down list (think: Letterman)—are as follows:
- Empathy deserts grow; empathy lessons struggle to get traction: Under late modern digital global capitalism, empathy is a means, not an end. Capitalism organizes empathy along with workers and production processes. Yet many workplaces are empathy deserts in spite of the appearance of mangers with published “open door” policies.[i] Key term: empathy desert.
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, 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 who happen to be medical doctors see more patients an hour for more hours. 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.[ii]
Yet the boss is not necessarily a paragon of empathic understanding. On the contrary, it’s “by the numbers,” “get your numbers,” and if you don’t get your numbers, your days are numbered. And if you don’t have any numbers, that itself is a bad sign, and we will find some for you. Relations with coworkers and superiors can be Machiavellian—and conflict-laden. The guy who said, “We don’t need more data; we need expanded empathy” was counseled out. Truth be told, successful business requires data and empathy; and both have their uses.
Today empathy is trending. Everyone is “talking the talk” of empathy. What could be better than empathy? But “walking the walk” of empathy arouses resistances, which are a major point of engagement in a similarly titled chapter.
The empathy lesson? Coming from empathic understanding—identify upsets and breakdowns. Do so in the spirit of expanding relatedness and community. Identify the unfulfilled expectation, thwarted commitment, or undelivered communication. Restore what is missing, especially if it is empathy, to complete the expectation, commitment, or communication.
In other words, clean up your own act: if you owe something to another person—whether money, an overdue library book, a promised email response, or a borrowed lawn mower—arrange to pay it back. If you have lied, acknowledge the lack of integrity to the other person; and take action to repair the damage done. Asking forgiveness does not just mean the slate is wiped clean and the perpetrator is free to commit boundary violations again. It means the person asking forgiveness tells the truth about what he (or she) did. It means being prepared to deal with the cost and impact of one’s inauthenticities and integrity outages.
This creates a clearing for success with empathy by cleaning up inauthenticities: Take action assertively to repair disruptions in relatedness and communication by acknowledging your contribution to the disruption. A person cannot relate authentically—that is, empathically—to people while being inauthentic in other areas of his or her life. People have to compartmentalize in order to survive the day; but empathy is the one area where compartmentalization is least effective. The inauthenticity around empathy in one particular area tends insidiously to spread to other areas.
Challenging as it may be, creating a foundation of authenticity is actually the first step in recovering and expanding one’s empathy, one’s power in relation to empathy, and the authentic relatedness that empathy makes possible.
Absent such a foundation, a person is simply not ready to engage empathically. Even if readiness was established up front, it can be lost along the way. Go back to step one. Those who are unwilling to do so may drop off at this point. Empathy is simply too hard; but any other approach is built on sand. No matter how good the following recommendations may be, if one does not establish a foundation of authenticity for empathy, a clearing for success, one is putting buttercream frosting on a mud pie.
- Empathy, capitalist tool: “CEO” now means “Chief Empathy Officer”: You heard it here first, and not for the last time. One can already hear the push back. This conversation shows up like another responsibility with which the head of the organization is tasked. As if she did not already have enough alligators snapping at various parts of her anatomy, now “CEO” no longer means “Chief Executive Officer,” but “Chief Empathy Officer.”
The things that cause people to excel at getting business results (beating the competition, solving technical problems, dealing with legal issues) do not necessarily expand one’s empathy.
Never is empathy needed more in business than when it seems there is no time for it. Building a business, growing a market, innovating in products and services, are all about building teams, networks of people, and communities. Empathy is at the foundation of community. Therefore, empathy is the foundation of business. Though business leaders hate to be tasked with yet another job, empathy has to start at the top if it has any hope of percolating up from the bottom. “CEO” now means “chief empathy officer.”
When I ask executives what is the budget in the organization for empathy training and empathy consulting, they usually look at me with a blank stare or just say “zero.” However, when I ask what is the budget to reduce conflict, enhance teamwork, innovate and improve productivity, then they see possibility and make it a priority to obtain a budget.
At the risk of over-simplification, empathy training consists in surfacing the resistances to empathy, the pervasive fear and cynicism (and so on) in the organization that lurks just beneath the surface. Interpret the resistance: “It is perfectly understandable that you would be cynical, given what you have been through, but that is not who you (we) authentically are.”
- Empathy’s “dark side” strikes back: “Machiavellian empathy” emerges as a growing threat to empathic empathy. When those in the executive suite are surveyed, some 60% of executives believe that their organizations are empathic, whereas 24% of their employees agree.[iii] An empathy deficit?
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 ruling 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 business people and politicians who present themselves as being empathic while manipulating, spinning alternative facts, and double dealing 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.” Most 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.
If the corporation were a machine, which is a well-worn but all-too-accurate metaphor, empathy would be the lubricant that keeps the various parts working together without overheating. The number of corporations that are “over heating” and “going up in flames,” with dramatic news hitting the global media, is one index of those experiencing the most severe empathy breakdowns.
The explicit symptom is predictably a revenue shortfall, but behind the headlines lurk dysfunctional relationships, cynicism, a culture of bullying and shaming, loss of authenticity, lack of leadership, and lack of empathy.
Even the cynical sales person understands the value of taking a walk in the customer’s shoes, if only to sell him another pair. The wise (and empathic) sales person understands that in any business that allows for product differentiation or distinctions in service level agreements, building a relationship with the customer is the royal road to solution selling.
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 purposes while continuing to operate with dubious business practices the behind the scenes, reality has a way of catching up with appearances.
It is not entirely fair, but when a person with psychopathic tendencies—once again, wanton lack of respect for boundaries, cruelty to animals, and a willingness, even eagerness, to inflict pain on others—grows up in poverty, the person often runs afoul of the criminal justice system. The person ends up in prison.
In contrast, when such a person grows up in affluence and gets an education in business, the person often becomes a hard-charging, “type A personality,” and a successful executive. The person ends up in the corner office. When psychopaths go to work, or get elected to political office, the result is sometimes snakes in suits (the title of a book cited in the endnote).[iv] We observe, and not for the last time, that the things that create success in business, do not always expand our empathy.
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.[v] Uber was disrupting the disrupters and creating the Gig Economy, which supposedly set us free. Then the CEO, Travis Kapernick, got unwittingly interviewed on camera by a driver.[vi] Bullying is not just for high school kids anymore; it has always lived in the business world, too. Still, there is no guarantee that the Machiavellian empath will slip up and document his or her own inauthenticity; but it just might happen.
Is this then the ultimate cynical moment? Is this the reduction to absurdity of empathy? If empathy is about setting boundaries, where is the boundary? The limit to Machiavellian empathy is Lincoln’s famous saying, “You can’t fool all the people all the time.” Ask Travis Kapernick. Ask Bernie Madoff and Michael Milken.[vii]
- Empathic response is an act of imagination, not agreement: Positively expressed, empathic response means giving the other person back his experience in such a way that he recognizes his humanity in the experience. However, agreement is often what people want in expressing their unhappiness or describing the setbacks in life that they have experienced.
After giving an account of some dramatic encounter, the one person turns to the other with a significant pause in order for the other person to respond with a heartfelt, if not empathic, agreement and approval. One often turns to the other person to get validation that the experience conforms to one’s own preferred interpretation. One uses the spontaneous response of the other to guide how one really feels about what occurred. This does not rule out that one person is often looking in advance for a particular reaction and to “get a rise” out of the other.
The scenario is complex; and the “get a rise” is not necessarily what a gracious empathic understanding or receptivity is going to provide. “Tough love” shows the other what he does not necessarily want to confront. Sometimes so does “a rigorous and critical empathy,” specially when the latter is framed in a way that recognizes and respects the other’s struggle.
The bridge between the cynical present and an impossible-to-envision future is empathy. The empathic moment is the act of imaging a different world, a future world of expanded empathy, in which the community expands inclusively.
Different viewpoints are available with regard to one’s action, including the perspective of one’s adversaries. One forms an opinion by engaging the issue from different perspectives. One makes present to the mind the perspectives of those who are absent or even opposed. That is, one represents them. This process of representation adopts the points of view of those who have different standpoints.
Thus, empathy is closely related to what one can imagine about the other person in relationship to oneself. An empathy that does not include the other fails the definition of empathy. This especially applies when the other is at odds with oneself. It may seem like a dream; but the dream lives. The empathic response is an act of imagination.
- If you have “compassion fatigue,” maybe you are not empathic enough: It is no accident that the word “compassion” occurs in “compassion fatigue.” Could it be that people who are experiencing compassion fatigue, but claim to be in a break down of empathy, are actually in a break down of compassion?
If one is trying to be empathic, but one is experiencing compassion fatigue, maybe one is doing it wrong. Maybe one is practicing empathy “wrongly,” with inadequate skill, precision, completeness, or finesse; and one needs a tune up for one’s empathy.
One reason that empathy training programs have not worked or have had mixed results is that they train the participants in compassion, being nice, conflict resolution, baby and child care, and a number of worthy and related tasks. This is all excellent, and the use of empathic methods is making the world a better place in all these situations. So keep it up. There is nothing wrong with being nice and so on: do not be “unnice”! But paradoxically something is missing—empathy.
The empathy lesson “not more empathy, expanded empathy” indicates that if one subtracts empathy from compassion, then one gets sympathy, reaction, burnout, compassion fatigue, which end up giving empathy a bad name. Now I do not wish to give anyone a bad name, who is committed to empathy, compassion, or making a difference is overcoming human pain and suffering. On the contrary, I acknowledge and honor one and all. The battle is joined; we are all on the same side; but we want to deploy our limited resources wisely.
Expanding one’s empathy requires an engagement with one’s own inauthenticities around empathy.
Expanding one’s empathy requires engaging with one’s own resistance to empathy. Until we engage with our own resistance to empathy we will remain stuck in our blind spots, breakdowns, burnouts, and compassion fatigue. In order to expand one’s empathy, one needs to engage with applications of empathy in the tough cases—stress and well being, bullying, business, and gender and romance. Engaging with these implementations is essential to consolidating the mastery of one’s practice of empathy—practice, practice, practice.
- Empathy and humor are closely related, and converge even further: Both empathy and humor create and expand community. Both empathy and humor cross the boundary between self and other. However, empathy crosses the boundary between individuals with respect, recognition, appreciation, and acknowledgement, whereas humor does so with aggression, sexuality, or a testing of community standards.
Here “aggression” includes language that people would find insulting. Therefore, be careful. The aggression or sexuality in question is usually presented in such a way that it creates a tension by violating social standards, morals, or conventions to a degree that causes stress short of eliciting a counter-aggression against the teller of the joke.
Substituting humor for empathy can work in some situations, but in others it can create a breakdown in the would-be relationship. You know how the more objectionable the joke, the funnier it is?
The result is either the release of tension through laughter or a failed joke and a shameful, if not scandalous, situation on the part of the joker. Indeed when the violation of the social convention, moral, or standard is such that the target of the joke experiences a dignity violation, then the joke arouses anger or even rage, not laughter. The caution flag is out.
Ground zero of cynicism and humor is Scott Adam’s Dilbert cartoon. It is wickedly funny because it expresses more than a grain of truth about dysfunctional, anti-empathic organizations.
In one classic example, the pointy-haired boss says that the organization will assign job functions based on the Myers-Briggs Personality Test. For those readers who may not know, the MBPT is the famous test that distinguishes introversion and extroversion, thinking and feeling, and related categories. The boss continues: “For those of you who do not have a personality, one will be assigned by the human resources department.”[viii] I must say that I am deeply ashamed of myself; I can’t stop laughing.
In humor, stress and psychological tension are created by violating a standard—in this case against insulting the lack of personality of the corporate cog—and then the stress is released in laughter by the mechanism of the joke such as a pun, double meaning, or violation of expectations.
The more objectionable the joke is, the funnier it is. The put down, “If you do not have a personality, one will be assigned by HR” is indeed wickedly funny; but it is also deeply debunking of the corporate world (and shaming of the individual), in which people come to feel like a gear in an inhuman mechanism.
After a day at the office, people often feel as if their personality had been erased.
So a trace of empathy for the long suffering inhabitants of corporate cubicles does come to the surface after all. That is what Scott Adam’s Dilbert longs to express. It is a common place in the corporate world that people function as replaceable cogs in a well-oiled machine. Therefore, in this case, the cartoon is an example of how not to expand empathy. Cynicism and shame drive out empathy; and driving out cynicism and shame create a space into which empathy can expand spontaneously.
How then does one drive out cynicism, shame, denial, and so on? The short answer is by calling it out, acknowledging it, interpreting it, and offering an alternative point of view. Not “alternative facts,” which have come to mean “spin” and “deception”; but an alternative perspective. It is cynicism versus empathy.
Empathy is the foundation of community in a very deep way, for without empathy we would be unable to relate to other people. In being empathic with another person, one creates a community with the other person; likewise, with humor. Humor creates a community among the audience and joke teller as the tension is dispelled in the laughter. For more on creating community through jokes, I recommend Ted Cohen’s Jokes: Philosophical Thoughts on Joking Matters, which also contains some really funny jokes.[ix]
- Train and develop empathy by overcoming the obstacles to empathy: People want to know: Can empathy be taught? People complain and authentically struggle. People say, “I just don’t get it—or have it.” The short answer is: Yes, empathy can be taught.
What happens is that people are taught to suppress their empathy. People are taught to conform, follow instructions, do as they are told. We are taught in first grade to sit our seats and raise our hand to be called on and speak. And there is nothing wrong with that. It is good and useful at the time.
No one is saying, “Jump up and run around screaming” (unless it is recess!). But compliance and conformity are a growth industry and arguably the pendulum has swung too far from the empathy required for communities to work effectively for everyone, not just the elite and privileged at the top of the pyramid. The lesson? If a person can contract his or her empathy, the person can also expand it.
Now do not misunderstand this: people are born empathic, but they are also born needing to learn manners, respect for boundaries, and toilet training. Put the mess in the designated place or the community suffers from diseases. People also need to learn how to read and do math and communicate in writing. But there is a genuine sense in which learning to conform and follow all the rules does not expand our empathy or our community. It does not help that rule-making and the drum beat of compliance seem to be growing by leaps and bounds.
Teaching empathy consists in overcoming the obstacles to empathy that people have acquired. When the resistances are overcome, then empathy spontaneously develops, grows, comes forth, and expands. That is the training minus all the hard work.
The hard work? Remove obstacles to empathy such as dignity violations, devaluing language, gossip, shame, guilt, egocentrism, narcissism, lack of integrity, inauthenticity, hypocrisy, making excuses, finger pointing, jealousy, envy, put downs, being righteous, stress, burnout, compassion fatigue, cynicism, denial, competing to be the biggest victim, and injuries to self-esteem—and empathy spontaneously expands, comes forth, develops, blossoms. Yes, empathy can be taught.
- Health insurers promise empathy, do not deliver, and continue to collect monopoly rents. The empathy gap widens. Health insurers maintain a firm grip on the market for empathy-related “behavioral health” services without actually providing any. This is the only candidate trend from the last two years that I am repeating, since it is still accurate but a work in progress—and, unfortunately, picking up even more speed, going in the wrong direction. The Affordable Health Care Act (“Obamacare”)—reportedly to be terminated with extreme prejudice at any moment—promised to equalize benefits for medical benefits such as annual physical health checkup (including $800 worth of blood work) with mental health services such as psychotherapy. At the risk of being cynical, I don’t know if the reader has tried to collect lately or services rendered. The war stories, pretexts for nonpayment, and simple violations of their own rules—e.g., timely response—by insurers continue to mount. One feels a certain dissatisfaction with the lack of solutions. What to do about it? In spite of claims to the contrary, the recommendation from insurers seems to be: “But your majesty, the people have no mental health benefits. Then let them pay cash! And then let them eat cake.”
2. Empathy is the secret sauce in sexual satisfaction: Empathy is the new love. It is what people fundamentally desire – to be gotten for who they authentically are. When one person’s desire aims at the other person’s desire, then desire begets desire. The desire of the other’s desire is precisely the empathic moment. Sex goes better with empathy, providing access to the kind of kindling that transports the couple into a raging conflagration. The empathy lesson is that one takes off one’s inhibitions with one’s clothes, undressing one another.
While love is a many splendid thing, empathy is what is required to get off with another person. The “secret sauce” is when one partner gives permission to be turned on, and the other partner is inspired to accommodate. Then the Hollywood cinema cliché of sky rockets and fire works fits the moment. The recipe is about facilitating and sustaining such a state to create a peak experience . The secret sauce is empathy.
Desire unleashes a runaway process of desire between the partners that works something like the Dutch tulip craze of the 1630s, only in sexual favors. Like a speculative market bubble, desire becomes desirable because it is desired. But does such “irrational exuberance” in desire then threaten the entire relationship between the partners the way the housing bubble threatened the world economy? Certainly there are risks to the relationship in unleashing a sexual inferno. It requires a certain ego strength to let go and be vulnerable. In the case of sexuality versus economic bubbles, organism and ultimately pregnancy tend to moderate the runaway process. Meanwhile, the partners are willing to try to read the clues and do what the other wants the partner to do to the other person. A synchronization of desires occurs. The other can see through one to one’s desire. One can see through the other to the other’s desire. That’s the empathy lesson. This is starting to sound a lot like empathy.
And THE number one empathy lesson trending in 2018 (drum roll, please):
- Empathy is the ultimate anti-bullying antidote: Bullying is abroad in the land. Bullying is all about violating the boundaries between the bully and the target—personal, physical, emotion; empathy is all about establishing and reestablishing boundaries between self and other. Empathy is the antithesis of bullying. Wherever empathy lives, bullying has no place. When you think about it for two seconds, so is parenting, teaching, and being a traffic cop—all about setting boundaries.
At least initially, establishing boundaries is not about having empathy for the bully; it is about being firm about damage control and containing the bullying. Ultimately the bully benefits even as the community is protected from his perpetrations; but more in the manner of a three year old child, who, having a tempter tantrum, benefits from being given a time-out in such a way that he cannot hurt himself or others.
Kids in middle school have usually developed some empathy for those on the “inside” of their peer group. The developmental milestone for them is to be expand their definition of “inside” and widen the circle of caring, making more of “them” into “us.” The many different kinds of bullies, bullying, and possible responses on the part of children, students, teachers, parents, and administrators will not be repeated here. Suffice to say: if it’s mean, intervene.
Empathy versus bullying is receiving much needed attention in middle and high schools; but it is also a significant factor in business and politics.
Bullying is not just for high school “bad boys” anymore. In politics, Mr. T. returns tit for tat in a verbal salvo against “Little Rocket Man [LRM].” LRM man remains true to his name and fires a real missile test across Japan in the direction of the central pacific. Under a future scenario that is not hard to envision, a miscalculation leads to a fail safe situation, which does not fail safely. A nuclear exchange escalates, resulting in burning cities that put enough particulate matter into the upper atmosphere to create a twenty-five year long “nuclear winter,” causing a species extinction. The human species ends; it was just a bad idea anyway. Come on, guys, we can do better than that. This is not an inevitable outcome.
However, a word of caution: it seems really to be the case that LRM would rather see the people of the North eat grass rather than give up the nuclear weapons. These people might have something to say about that at some point, or maybe not. But if shooting starts, head for the bomb shelter, it will be too late for empathy to make a difference, except perhaps much later on for the survivors, if there are any.
Meanwhile, the empathy lesson: empathy deescalates anger and rage: When people do not get the empathy to which they feel entitled, they start to suffocate emotionally. They thrash about emotionally. Then they get enraged. The response? De-escalate rage by acknowledging the break down—it seems you really have not been treated well—clean up the misunderstanding, and restore the empathic relatedness. Empathy does many things well. One of the best is that empathy deescalates anger and rage.
Without empathy, people lose the feeling being alive. They tend to “act out”—misbehave—in an attempt to regain the feeling of vitality that they have lost. Absent an empathic environment, people lose the feeling that life has meaning. When people lose the feeling of meaning, vitality, aliveness, dignity, things “go off the rails.” Sometime pain and suffering seem better than emptiness and meaninglessness, but not by much. People then can behave in self-defeating ways in a misguided attempt to awaken a sense of aliveness.
“Empathy is oxygen for the soul” is a metaphor. But a telling one. When people do not get empathy—and a short list of related things such as dignity, common courtesy, respect, fairness, humanity—they feel that they are suffocating—emotionally.
People act out in self-defeating ways in order to get back a sense of emotional stability, wholeness and well-being—and, of course, acting out in self-defeating way does not work. Things get even worse. One requires expanded empathy. Pause for breath, take a deep one, hold it in briefly while counting to four, exhale, listen, speak from possibility.
The empathy lesson? Set boundaries. Look for balance. Be responsible. Own it. Empathic parenting is about boundary setting. With older children, “first you do your homework, then you go to the mall (or play a computer game).” Just maybe there is a lesson here for international relations too. A good fence makes for good neighbors. But there is a gate in the fence. And over the gate is a sign that says “Empathy.”
NOTES / REFERENCES / CONTACT DATA / COPYRIGHT
[i] 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, and I have not been able to find it so far.
[ii] Tristam Vivian Adams. (2016). The Psychopath Factory: How Capitalism Organises Empathy. London: Repeater Books: 56–77.
[iii] William Gentry. (2016). Rewards multiply with workplace empathy, Businessolver: http:// www.washingtonpost.com/ sf/brandconnect/businessolver/ rewards-multiply-with-workplace-empathy/ [checked on 03/31/2017].
[iv] Ibid.
[v] Jodi Kantor and David Streitfeld. (2015). Inside Amazon: Wrestling big ideas in a bruising workplace: The company is conducting an experiment in how far it can push white-collar workers to get them to achieve its ever-expanding ambitions. The New York Times, August 15, 2015: https://nyti.ms/1TFqcOG [checked on June 30, 2017].
[vi] Alynia Selyuk. (2017). Uber CEO apologizes over video of dispute with Uber driver. National Public Radio (NPR) All Things Considered: http://www.npr.org/2017/03/01/5179 88142/uber-ceo-apologizes-over-video-of-dispute-with-driver [checked on July 2, 2017].
[vii] According to Forbes: Milken made his billions in leveraged buyouts in the 1980′s, only to be sent to prison in 1989. He pleaded guilty to securities fraud after the government agreed to drop criminal charges against his younger brother, Lowell, and then served 22 months. The one-time Drexel Burnham Lambert executive has charted an entirely different course ever since and is a well known philanthropist.: https://www.forbes.com/sites/luisakroll/2012/10/26/billionaires-and-former-billionaires-who-have-spent-time-behind-bars/#6b7b75 b32107. Meanwhile, more breaking news, as this article is being written, 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 firms to restaurant businesses: https://www.nytimes.com/ interactive/2017/11/10/us/men-accused-sexual-misconduct-weinstein.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” [also the title of his book]. Where is Lord Acton when we need him? He is the one who said: “Power corrupts; and absolute power corrupts absolutely.”
[viii] Scott Adams. (1996). The Dilbert Principle. New York: Harper Business.
[ix] Ted Cohen. (1999). Jokes: Philosophical Thoughts on Joking Matters. Chicago: University of Chicago Press.
Contact data: LouAgosta@gmail.com
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