Pursuing Empathy by deliberately and systematically building Interpersonal Trust
Empathy is key for good workplace relationships. Yet, it is hard to put it in practice. Many HR professionals and leaders talk about the importance of empathy. But, making this abstract idea into an actionable strategy is challenging. This article explores a systematic approach to cultivating empathy through Interpersonal trust building, which is predictive of enhanced cooperation and resilience.
Empathy involves a three-step process:
- understanding the feelings of others
- regulating one’s own stress-response tendency, and
- acting in ways that either protect oneself or build trust, or both.
Understanding others itself can be complex and nuanced. It requires knowing others’ actions in their context. This means knowing their culture-specific ways of expressing feelings. In a professional setting, different personalities exacerbate this complexity. Coming from different cultures, they follow different norms of communication. Further, many misconceptions are common, including equating empathy with sympathy. Another one is assuming it occurs naturally (whereas, people actually need to cultivate empathy through practice). These misconceptions complicate efforts to pursue empathy.
Therefore, to simplify the pursuit, we must view it as a journey. Where empathy is the path, trust the direction, and cooperation the destination. Building trust sets a clear direction, making it easier to develop the habit of empathy. Employees, trying to build trust, need to understand their coworkers’ context. They need to then think rationally to deal with possible internal and external vulnerabilities. Finally, they need to act towards building beneficial, long-term reliance.
Sermons don’t progress trust. Building trust needs a systematic approach. It means on the one hand negotiating vulnerability while on the other promoting openness. In the absence of a structured method, most people are unable to overcome their inherent biases. They can’t approach relationships with the required intelligence.
The Interpersonal Trust Growth Framework provides one such beneficial approach. It maps the evolution of trust across six stages: one negative, one neutral, and four positive. These are Level 0 through Level 4. Level Z represents distrust. Each level has specific conditions and measurable aspects. They represent the depth and quality of trust.
Here I provide a concise outline.
Level Z represents Distrust. At this stage, parties don’t fulfill any conditions, causing active distrust. Interactions are likely guarded or none. Either or both parties have prior reasons to believe they won’t cooperate. Mitigation is best done through arbitration. The Human Resources leader or a trained counselor leads this.
Level 0 represents No Trust. At this foundational stage, the other party is a stranger, leading to an absence of trust. Interactions are likely minimal and guarded. Parties have yet to find any basis for mutual understanding or benefit.
Level 1 represents Consideration. Trust at this level is transactional, based on a clear understanding of mutual benefits, what each party offers and stands to gain. This establishes a preliminary, calculated basis for engagement. This stage is marked by cautious interaction. The potential for mutual benefit drives the willingness to engage, but with a reserved commitment. The measurable aspect is the degree to which mutual benefits are recognized and valued.
Level 2 represents Capability. The parties recognized mutual benefits in the Consideration stage. Trust builds on this. It comes from appreciating each party’s abilities. This stage underscores a deeper engagement. Here, parties not only see mutual benefits but also gain confidence in each other’s ability to deliver on promises and expectations. The measurable aspect is the level of confidence in each party’s abilities and capacity to contribute to mutual goals.
Level 3 represents Communication. This stage is about effective communication. It builds on the foundation of mutual benefit and capability. Trust grows as parties show they can deliver. They also share values and ethics. This makes open and relatable communication easier. This stage signifies a transition from transactional to more relational trust. The measurable aspect is the quality and effectiveness of communication. It reflects shared values and ethical alignment.
Level 4 represents Concern. This is the highest level of trust within the framework. Parties at this level not only understand and appreciate mutual benefits, capabilities, and share effective communication. They also show a deep concern for each other’s well-being beyond what contracts need. This stage is characterized by real care and commitment to each other’s success and welfare. The measurable aspect is the degree of commitment to the welfare of each party, beyond the transactional.
This framework provides a clear blueprint for building trust by applying the process of empathy. It successfully applies to various contexts, including personal relationships and business partnerships.
In summary, building empathy in the workplace is a challenging but essential. By fostering trust in a deliberate and systematic way, organizations can create a place where empathy grows. The ITGF approach makes empathy doable, boosting cooperation and resilience. Leaders and HR professionals are encouraged to use this strategy as this will lead to stronger relationships and a united workforce.
What approaches or methods do you currently use for building empathy and trust in your organization?
Want to explore the ITGF framework in detail? Consider hosting the Leading with Trust and Empathy workshop or, deploy an annual intervention program by Empanetics.
