Our model of emergent organizational capacity for compassion proposes that organizations can develop the capacity for compassion without formal direction. Relying on a framework from complexity science, we describe how the system conditions of agent diversity, interdependent roles, and social interactions enhance the likelihood of self-organizing around an individual response to a pain trigger. When agents then modify their roles to incorporate compassionate responding, their interactions amplify responses, changing the system, and a new order emerges: organizational capacity for compassion. In this new order the organization's structure, culture, routines, and scanning mechanisms incorporate compassionate responding and can influence future responses to pain triggers. © Academy of Management Review.
CITATION STYLE
Madden, L. T., Duchon, D., Madden, T. M., & Plowman, D. A. (2012). Emergent organizational capacity for compassion. Academy of Management Review, 37(4), 689–708. https://doi.org/10.5465/amr.2010.0424
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