Empathy : Developing People Skills in Language Laboratory

International Journal of Scientific & Engineering Research, Volume 5, Issue 11, November-2014 1448 ISSN 2229-5518

EMPATHY : DEVELOPING PEOPLE SKILLS IN LANGUAGE LABORATORY

If you wish to know the mind of a man, listen to his words. – Johann Wolfgang von Goethe Nobody cares how much you know, until they know how much you care. – Theodore Roosevelt

1Mr. Madhav U, Assistant professor of English, VVIT, Nambur, Guntur, and a research scholar on ELT in K. L University, A.P., India. 2Prof. M. V Raghu Ram, Professor of English & Head of the department, VVIT, Guntur, A.P, India. 3Mrs. Kiranmayi . K , Assistant professor of English, VVIT, Guntur, A.P, India.

Abstract The 20th century was the age of introspection, wherein self-help and therapy culture encouraged us to believe that the best way to understand who we are and how to live was to introspect. Undoubtedly 21st century, is the age of empathy, an absolutely vital personal attributes to excel in People skills and to build everlasting human relationships. This differential outlook has been practically presented in this paper with opinions given by different researchers & scientists coupled with our practical experiences as Life skills facilitators. Moreover, it is substantially elaborated how empathy can be developed through language laboratory activities.

Index Terms: Empathy,IJSER Introspect, Personal attributes, people skills, human relations, substantially, enhanced.

1 INTRODUCTION Developing an empathic approach is perhaps the most significant effort one can make toward EMPATHY is a potential psychological motivator improving one's people skills. When you for helping others in distress, and can be defined understand others, they'll probably want to as the ability to feel or imagine another person’s understand you – and this is how one can start to emotional experience. The ability to empathize is build cooperation (human networks), an important part of social and emotional collaboration, and teamwork. Perhaps through development, affecting an individual’s behavior effective communication and interpersonal skills toward others and the quality of social one can empathize with others and this paves the interaction.

IJSER © 2014 http://www.ijser.org International Journal of Scientific & Engineering Research, Volume 5, Issue 11, November-2014 1449 ISSN 2229-5518 way for cultivation of healthy rapport, a strong empathy is the fuel that keeps relationships base for interpersonal skills. running smoothly. The fact that empathy is an Moving from the information age to that important component of effective relationships of the Conceptual age, Daniel Pink predicts that has been proven: In studies by Dr Antonio power will reside with those who have strong Damasio outlined in his book: "Descartes' right-brain (interpersonal) qualities. Error: Emotion, Reason, and the Human He also suggests six areas that are vital to Brain", medical patients who had damage to the succeed in life. One of which is empathy; (the part of the brain associated with empathy showed ability to imagine yourself in someone else's significant deficits in relationship skills, even position), to imagine what they feel, to though their reasoning and learning abilities understand what makes people tick, to create remained intact. relationships and to be caring of others: All of World literature distinguishes four levels of which is very difficult to outsource or automate, empathy, identified by the Italian researcher and yet is increasingly important to business. Daniele Trevisani (2005) that examines the Empathy is also particularly critical to leadership dimensions useful for applying empathic development in this age of young, independent, component to an intercultural setting: highly marketable and mobile workers. In a 1 popular Harvard Business Review article entitled Behavioral empathy: 2 Emotional empathy: "What Makes a Leader?", Dr Daniel Goleman IJSER3 Relational empathy: isolates three reasons why empathy is so 4 Cognitive empathy (understanding of important: the increasing use of teams, (which he different cognitive or prototypes): refers to as "cauldrons of bubbling emotions"), Indeed, empathy is a valued currency. It allows the rapid pace of globalization (with cross us to create bonds of trust, it gives us insights cultural communication easily leading to into what others may be feeling or thinking; it misunderstandings) and the growing need to helps us understand how or why others respond retain talent. to situations, it also sharpens our "people

acumen" and informs our decisions. 2 LITERARY REVIEW Moreover, it’s the buzz word of scientists and While empathy is a right brain business leaders, education experts and political activity, it is far from being a activists. touchy-feely topic. At its core,

Empathy is not just a way to extend the Another growing focus of investigation is how boundaries of your moral universe. According to empathy affects cross-cultural relationships. new research, it’s a habit we can cultivate to According to a theory, there are seven improve the quality of our own lives. components involved in the effectiveness of interracial communication; out of these empathy 2.1 Major Theories & Empirical Findings was found to be one that is learnable and has to In recent years, there has been growing do with perceptiveness and receptiveness. investigatory focus on how empathy specifically A study by Robin Michelle Keillor hypothesized provokes helping behavior. Current studies in that empathy training would not only increase the neuroscience have allowed us to understand the measured level of relational empathy among the neurological basis of the human mind’s ability to individuals in the experimental group when understand and process emotion. Present studies compared to the control group but also enhance provide the opportunity to notice the activation the communication skills. of mirror neurons and attempt to explain the basic processes of empathy. By isolating these 2.2 RESEARCH mirror neurons, and measuring the neural basis A formal definition of Empathy is the ability to for human mind reading and emotion sharing identify and understand another's situation, abilities- Science has come one step closer to feelings and motives. It's our capacity to finding the reason for reactions like empathy. IJSERrecognize the concerns other people have. Neuro scientists have already discovered that It enables us to learn more about people and people scoring high on empathy tests have relationships with people - it is a desirable skill especially busy mirror neuron systems in their beneficial to ourselves, others and society. brains (Dr. Christian Keysers). Empathy is a spontaneous sharing of affect, provoked by 2.3 EMPATHY IS NOT SYMPATHY witnessing and sympathizing with another’s There is an important distinction between emotional state. In a way we mirror or mimic the empathy and sympathy. emotional response that we would expect to feel To empathize is feel how others feel, to see the in that condition or context. world as they do. Empathy with the people in As it is stated in empathy we feel are the the example above would require for every one emotions of others, which makes it both affective of us living in materialistic world. and cognitive by most psychologists.

It may not always be easy, or even possible, to pioneered research in effective psychotherapy empathize with others but through good and teaching which espoused that empathy communication skills and some imagination we coupled with unconditional positive regard or can work towards more empathetic feelings. caring for students and authenticity or Research has suggested that individuals who can congruence were the most important traits for a empathize enjoy better relationships with others therapist or teacher to have. Other research and and greater well-being through life. publications by Tausch, Aspy, Roebuck. Lyon, and meta-analyses by Cornelius-White,

3 EMPATHY THROUGH LANGUAGE LAB corroborated the importance of these people- ACTIVITIES centered traits. When ELCS lab activities (Role play(s),Debates, Group Dynamics & findings and group tasks, 3.1 FINDINGS AND RESULTS In group dynamics students; etc) are facilitated, students consciously;  listen – truly listen to people.  Pay attention, physically and mentally to  avoid interruptions. what's happening.  Tune into non-verbal communication.  Listen carefully, and note the key words and This is the way that people often phrases that people use. communicate what they think or feel, even  Respond encouragingly to the central when their verbal communication says message. IJSER something quite different.  Be flexible – prepare to change direction as  Practice the "93 percent rule". (We know the other person's thoughts and feelings also from a famous study by Professor Emeritus, change. Albert Mehrabian of UCLA, when An important objective of the method Learning communicating about feelings and attitudes, by Sharing (LbS) is to train the students words – the things we say – account for only systematically. In order to reflect continuously 7 percent of the total message that people on the mental processes of the other students, receive. The other 93 percent of the message they tend to transmit updated content in different that we communicate when we speak is situations to other fellow learners during the lab contained in our tone of voice and body training activities. This way it is possible to language). develop step-by-step the students' feeling for  Use people's name. group reactions and networking. Carl R. Rogers

 Be present intellectually. 85% business success rests on People Skills  Exercise GRACE Principle. (according to 15% Technical / other abilities. Dale Carnegie,- a soul to win and influence With our experience as a Life Skills facilitator, people) we reckon, we are all unique individuals who  Encourage others, particularly the quiet ones. bring certain natural strengths to the table and if  Give genuine recognition and praise. we focus on those strengths, have a better  Take a personal interest in people. understanding, purposely use them and look for Empathy is an emotional and thinking opportunities to grow in those areas, then we can muscle that becomes stronger the more we use it, grow at an accelerated in every walk of our lives. as it is not selective but rather an act of habit. Empathy may never be one’s strongest people 3.2 EMPATHY CAN BE LEARNED skill but it can be a derailleur for one, if not Over the last decade, neuroscientists have possessed. identified a 10-section “empathy circuit” in our To improve performance and brains which, if damaged, can curtail our ability effectiveness, leaders may need to develop the to understand what other people are feeling. capability to demonstrate empathy. Some people Evolutionary biologists like Frans de Waal naturally exude empathy and have an advantage have shown that we are social animals who have over their peers who have difficulty expressing naturally evolved to care for one another, just empathy. Most leaders fall in the middle and are like our primate cousins.IJSER And psychologists have sometimes or somewhat empathetic. Fortunately, revealed that we are primed for empathy is not a fixed trait. It can be learned empathy by strong attachment relationships in (Shapiro, 2002). If given enough time and the first two years of life. support, with practice of coaching, training, or Research in sociology, psychology, history—and developmental opportunities and initiatives. my own studies of empathic personalities over Educational institutions and Organizations can the past 10 years—reveals how we can make encourage a more empathetic work place and empathy an attitude and a part of our daily lives, help employees improve their empathy in a and thus improve the lives of everyone around number of simple ways like: us. Talking about empathy. According to three separate research projects by Teaching listening skills. Harvard University, the Carnegie Foundation, Encouraging genuine perspective-taking. and the Stanford Research Institute: Cultivating compassion.

Supporting & collaborating with performers. Through AELCS (Advanced English Language Communication Skills) laboratory activities 3.3 EFFECTIVE USE OF EMPATHY students primarily learn and experience that The main priority for many organizations understanding is the desired outcome or goal in is to look beyond traditional strategies for any communication process and a deeper management development and recruitment to understanding is the result of effective create a cadre of leaders capable of moving the communication that involves overcoming the company forward. various barriers of communication. And no wonder, Ineffective managers are not Different activities, games, case studies practice only expensive but also cost organizations help students in developing Communication & millions of dollars each year in direct and interpersonal skills, can-do attitude, go-getter indirect costs. Surprisingly, ineffective managers nature and several other life skills coupled with make up half of the today’s organizational great experience of how to be empathic. management pool, according to a series of studies (see Gentry, in press; Gentry & Here are the Six Habits of Highly Empathic Chappelow, 2009) . People! With such high stakes, talent management and I. Cultivate curiosity about strangers HR professionals as well as senior executives are II. Challenge prejudices and discover pursuing multipleIJSER strategies for developing more commonalities effective managers and leaders. III. Try to validate the other person's Managers, too, may be surprised that many of perspective. their peers are underperforming. It’s a smart IV. Listen attentively move for individual managers, then, to figure out V. Inspire mass action and social change how they rank and what skills are needed to VI. Develop an ambitious imagination. improve their chances of success. VII. Ask what other person would like to do. Empathy also plays a major role in emotional It is absolutely vital that language intelligence that several researchers believe in as facilitators consciously create an environment being effective leaders (Bar-On & Parker, 2000; that fosters students' open minded nature, George, 2000; Goleman, 1995; Salovey & creative thoughts and path breaking innovative Mayer, 1990). ideas coupled with zeal to learn and unlearn.

4 CONCLUSION [3] Duan, C., & Hill, C. E. (1996). The Socrates said that the way to live wise and good current state of empathy research. Journal of life is to know thyself, that is self reflective – Counseling Psychology, 43, 261-274. looking into thyself, is all about introspection. [4] Gentry, W. A. (in press). Managerial we believe fervently in the 21st century. we need derailment: What it is and how leaders can avoid to recognize that to know thyself is something it. In E. Biech (Ed.), ASTD Leadership that can also be achieved by stepping outside Handbook (pp. XXXXXX).Alexandria, VA: oneself by discovering other people’s lives, and ASTD Press. it is vehemently stated that empathy is the way to [5] George, J. M. (2000). Emotions and revolutionize our own philosophies of life to leadership: The role of emotional intelligence. become more outrospective and create Human Relations, 53, 1027-1055. revolutionary human relationships as long as [6] Shaprio, J. (2002). How do physicians mankind exists. teach empathy in the primary care setting? Academic Medicine, 77, 323-328. Empathy can be imbibed through language [7] Yan, J., & Hunt, J. G. (2005). A cross dynamics activities, games, practicing case cultural perspective on perceived leadership studies etc in language laboratory especially in effectiveness. International Journal of Cross professional students as dynamic activities create Cultural Management, 5, 49-66. room for studentsIJSER to communicate their views, [8] Bruna Martinuzzi’s, The Leader as a creative ideas., lucrative thoughts and path Mensch: Become the Kind of Person Others breaking innovations above all exploring their Want to Follow. www.increaseyoureq.com. imaginations that foster their inherent potential. [9] “The Development of Empathy: How, When and Why,” Nicole M. McDonald and REFERENCES Daniel S. Messinger, University of Miami. [1] Goleman, D. (1995). Emotional intelligence. New York: Bantam Dell. [2] Kellett, J. B., Humphrey, R. H., & Sleeth, R. G. (2006). Empathy and the emergence of task and relations leaders. Leadership Quarterly, 17, 146- 162.