{"title":"看到他们的一面与感受他们的痛苦:换位思考和同理心在工作中的不同后果。","authors":"Natalie H Longmire, David A Harrison","doi":"10.1037/apl0000307","DOIUrl":null,"url":null,"abstract":"<p><p>Perspective taking and empathic concern (empathy) have each been proposed as constructive approaches to social relationships. However, their potential distinctions, limitations, and consequences in task contexts are not well understood. We meta-analytically examined 304 independent samples to uncover unique effects of perspective taking and empathic concern on important work-related outcomes. We develop and test a contingency model of those effects, based on three facets of psychological interdependence: outcome, hierarchical (or power asymmetry), and social category (or in-group/out-group distinctions). Results revealed perspective taking and empathic concern to have positive impacts on being supportive of others, but the effects of empathic concern were stronger. In contrast, perspective taking was an asset and empathy was a liability for capturing value in strategic interactions (e.g., negotiations). Effects of perspective taking and empathic concern were differentially contingent on psychological interdependence. The impact of perspective taking, but not of empathic concern, was attenuated or reversed under negative outcome interdependence; perspective-taking leads to advantage taking in competitive contexts. Perspective taking was particularly beneficial when the actor had high power, but empathic concern's benefits were independent of hierarchy. Finally, social dissimilarity had no detectable impact on the effects of perspective taking or empathic concern, contrary to our theorizing. Overall results suggest two key conclusions. First, perspective taking and empathic concern have powerful effects on work-related outcomes. Second, each construct has its own distinctive and predictable impacts. We conclude by offering practical suggestions for improving workplace interactions through perspective taking and empathic concern. (PsycINFO Database Record</p>","PeriodicalId":15135,"journal":{"name":"Journal of Applied Psychology","volume":null,"pages":null},"PeriodicalIF":9.4000,"publicationDate":"2018-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"80","resultStr":"{\"title\":\"Seeing their side versus feeling their pain: Differential consequences of perspective-taking and empathy at work.\",\"authors\":\"Natalie H Longmire, David A Harrison\",\"doi\":\"10.1037/apl0000307\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"<p><p>Perspective taking and empathic concern (empathy) have each been proposed as constructive approaches to social relationships. However, their potential distinctions, limitations, and consequences in task contexts are not well understood. We meta-analytically examined 304 independent samples to uncover unique effects of perspective taking and empathic concern on important work-related outcomes. We develop and test a contingency model of those effects, based on three facets of psychological interdependence: outcome, hierarchical (or power asymmetry), and social category (or in-group/out-group distinctions). Results revealed perspective taking and empathic concern to have positive impacts on being supportive of others, but the effects of empathic concern were stronger. In contrast, perspective taking was an asset and empathy was a liability for capturing value in strategic interactions (e.g., negotiations). Effects of perspective taking and empathic concern were differentially contingent on psychological interdependence. The impact of perspective taking, but not of empathic concern, was attenuated or reversed under negative outcome interdependence; perspective-taking leads to advantage taking in competitive contexts. Perspective taking was particularly beneficial when the actor had high power, but empathic concern's benefits were independent of hierarchy. Finally, social dissimilarity had no detectable impact on the effects of perspective taking or empathic concern, contrary to our theorizing. Overall results suggest two key conclusions. First, perspective taking and empathic concern have powerful effects on work-related outcomes. Second, each construct has its own distinctive and predictable impacts. We conclude by offering practical suggestions for improving workplace interactions through perspective taking and empathic concern. (PsycINFO Database Record</p>\",\"PeriodicalId\":15135,\"journal\":{\"name\":\"Journal of Applied Psychology\",\"volume\":null,\"pages\":null},\"PeriodicalIF\":9.4000,\"publicationDate\":\"2018-08-01\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"80\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Journal of Applied Psychology\",\"FirstCategoryId\":\"102\",\"ListUrlMain\":\"https://doi.org/10.1037/apl0000307\",\"RegionNum\":1,\"RegionCategory\":\"心理学\",\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"2018/4/16 0:00:00\",\"PubModel\":\"Epub\",\"JCR\":\"Q1\",\"JCRName\":\"MANAGEMENT\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Journal of Applied Psychology","FirstCategoryId":"102","ListUrlMain":"https://doi.org/10.1037/apl0000307","RegionNum":1,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"2018/4/16 0:00:00","PubModel":"Epub","JCR":"Q1","JCRName":"MANAGEMENT","Score":null,"Total":0}
Seeing their side versus feeling their pain: Differential consequences of perspective-taking and empathy at work.
Perspective taking and empathic concern (empathy) have each been proposed as constructive approaches to social relationships. However, their potential distinctions, limitations, and consequences in task contexts are not well understood. We meta-analytically examined 304 independent samples to uncover unique effects of perspective taking and empathic concern on important work-related outcomes. We develop and test a contingency model of those effects, based on three facets of psychological interdependence: outcome, hierarchical (or power asymmetry), and social category (or in-group/out-group distinctions). Results revealed perspective taking and empathic concern to have positive impacts on being supportive of others, but the effects of empathic concern were stronger. In contrast, perspective taking was an asset and empathy was a liability for capturing value in strategic interactions (e.g., negotiations). Effects of perspective taking and empathic concern were differentially contingent on psychological interdependence. The impact of perspective taking, but not of empathic concern, was attenuated or reversed under negative outcome interdependence; perspective-taking leads to advantage taking in competitive contexts. Perspective taking was particularly beneficial when the actor had high power, but empathic concern's benefits were independent of hierarchy. Finally, social dissimilarity had no detectable impact on the effects of perspective taking or empathic concern, contrary to our theorizing. Overall results suggest two key conclusions. First, perspective taking and empathic concern have powerful effects on work-related outcomes. Second, each construct has its own distinctive and predictable impacts. We conclude by offering practical suggestions for improving workplace interactions through perspective taking and empathic concern. (PsycINFO Database Record
期刊介绍:
The Journal of Applied Psychology® focuses on publishing original investigations that contribute new knowledge and understanding to fields of applied psychology (excluding clinical and applied experimental or human factors, which are better suited for other APA journals). The journal primarily considers empirical and theoretical investigations that enhance understanding of cognitive, motivational, affective, and behavioral psychological phenomena in work and organizational settings. These phenomena can occur at individual, group, organizational, or cultural levels, and in various work settings such as business, education, training, health, service, government, or military institutions. The journal welcomes submissions from both public and private sector organizations, for-profit or nonprofit. It publishes several types of articles, including:
1.Rigorously conducted empirical investigations that expand conceptual understanding (original investigations or meta-analyses).
2.Theory development articles and integrative conceptual reviews that synthesize literature and generate new theories on psychological phenomena to stimulate novel research.
3.Rigorously conducted qualitative research on phenomena that are challenging to capture with quantitative methods or require inductive theory building.