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Et si l’autocompassion était la marque distinctive des grands dirigeants. Leadership Le 28/02/2017 La compassion n’est pas un sentiment que l’on s’attendrait à trouver dans le monde parfois sans pitié de l’entreprise.

Et si l’autocompassion était la marque distinctive des grands dirigeants

Et pourtant, elle pourrait être la première vertu du dirigeant. Les dirigeants qui font preuve de compassion envers leurs employés favorisent la résilience individuelle et collective dans les périodes de changement, selon le CompassionLab de l’université du Michigan. Et le développement de la dimension compassion-empathie du leader a un impact positif sur la perception de justice interpersonnelle et la reconnaissance chez ses salariés, selon une recherche de l’Institut français du leadership positif.

Le courage d’accepter ses failles Bâtir une relation empathique avec ses collaborateurs passe par le défi de prendre en compte ses propres failles et vulnérabilités (lire aussi l’article « Les limites de l’empathie ») . – être bon et compréhensif envers soi-même dans les moments d’échec et de douleur, plutôt que de se juger et de se critiquer ; Dossier – Gestion des émotions. La qualité de vie d’une personne est directement reliée à sa santé émotionnelle.

Dossier – Gestion des émotions

Méthode par le revécu sensoriel, pour en finir avec vos peurs, vos angoisses, vos phobies, … Emotions gênantes, perturbatrices et bloquantes. Quelle est l'émotion qui dure 240 fois plus longtemps que les autres. Une émotion qui nécessite en moyenne 4 jours pour s’estomper L’émotion qui a la plus longue durée de vie est la tristesse, dit l’une des première étude à se pencher sur les raison de la durée si variable des émotions.

Quelle est l'émotion qui dure 240 fois plus longtemps que les autres

Daniel Goleman Master Class: motivation power, affiliation, and realization. Emotional Intelligence 2.0 - Take the Test. Privacy Policy TalentSmart is serious about respecting your privacy.

Emotional Intelligence 2.0 - Take the Test

Our goal is outstanding service, which includes strict adherence to the following Privacy Policy. Please read on to learn more. Security and Confidentiality We limit access to personal information about you to employees who we believe reasonably need to come into contact with that information to provide products or services to you or in order to do their jobs. Information Collection and Use TalentSmart only collects personal information when you submit it voluntarily to purchase our products or services, take a feedback survey, sign up for our newsletter or contact us via email with questions. Empathie. Empathie.

The Emotional Impulses That Poison Healthy Teams. Courtesy of Harvard Business Review Is anyone really an individual contributor at work anymore?

The Emotional Impulses That Poison Healthy Teams

I think not. Pretty much everything we do is done with others in groups. We’re tasked with planning and completing projects together. We negotiate roles and resources. How can we improve teams? To start, we need to pay more attention to how important teams really are in the workplace. Paradoxically, it helps to learn what not to do with teams, before moving to what to do to make our teams more effective. Forget your emotional intelligence (EI) and let your amygdala do the talking: Act on feelings and impulses, and don’t filter what you signal, say or do. Far too many of us work in groups that are more than dysfunctional—they are painful and they make us very unhappy. Working effectively in teams takes effort—and it takes emotional intelligence. Studies conducted by Vanessa Druskat and Steven Wolff show that emotional intelligence is essential for team effectiveness.

Emotional Empathy and Cognitive Empathy. Chris Allen Thomas Empathy is the ability of people to recognize and respond to the emotions of others.

Emotional Empathy and Cognitive Empathy

It’s the foundation of both sympathy and compassion. Withoutempathy, sympathy and compassion are more likely to be inaccurate and may lead to increased friction and resentment. This is because the individuals who are the targets of sympathy or compassion have heightened sensitivity to actions that are not based on empathetic understanding. They may feel that actions such as an act of charity or a compassionate word are degrading forms of pity if they are not based on an attempt at understanding the recipient’s reality. In leadership literature, empathy is an ability to recognize a broad spectrum of emotional signals, allowing leaders to feel the unspoken emotions of other individuals or groups.

Empathy provides a foundation for guiding our behaviors toward others. Cognitive empathy is deliberate, a skill that everyone at work can learn and needs to use. . [4] Staub, E. The Emotional Impulses That Poison Healthy Teams. The Power of Empathy. The erosion of empathy: Simon Baron Cohen at TEDxHousesofParliament. Three Kinds of Empathy: Cognitive, Emotional, Compassionate. What is Empathy? Empathy is, at its simplest, awareness of the feelings and emotions of other people.

What is Empathy?

It is a key element of Emotional Intelligence, the link between self and others, because it is how we as individuals understand what others are experiencing as if we were feeling it ourselves. Empathy goes far beyond sympathy, which might be considered ‘feeling for’ someone. Empathy, instead, is ‘feeling with’ that person, through the use of imagination. Some Definitions of Empathy empathy n. the power of entering into another’s personality and imaginatively experiencing his experiences.

Chambers English Dictionary, 1989 edition "[Empathy is] awareness of others’ feelings, needs and concerns. " Daniel Goleman, in Working with Emotional Intelligence "I call him religious who understands the suffering of others. " Mahatma Gandhi. Different Kinds of Empathy. Why Some Teams Are Smarter Than Others.

Individual intelligence, as psychologists measure it, is defined by its generality: People with good vocabularies, for instance, also tend to have good math skills, even though we often think of those abilities as distinct.

Why Some Teams Are Smarter Than Others

The results of our studies showed that this same kind of general intelligence also exists for teams. On average, the groups that did well on one task did well on the others, too. In other words, some teams were simply smarter than others. We next tried to define what characteristics distinguished the smarter teams from the rest, and we were a bit surprised by the answers we got. We gave each volunteer an individual I.Q. test, but teams with higher average I.Q.s didn’t score much higher on our collective intelligence tasks than did teams with lower average I.Q.s. Instead, the smartest teams were distinguished by three characteristics.