Training

Overcoming cognitive bias to improve professional empathy

The importance and complexity of empathy in the work context, analysed through non-verbal communication and the interpretation of emotions

by Luca Brambilla*.

4' min read

4' min read

In all likelihood, empathy is one of the most quoted (and abused) words in management and HR. Thus, when a topic becomes overused, the risk is to trivialise it by simplifying its complexity. It is therefore better to start by resorting to etymology, remembering that the term derives from ancient Greek, from en ('in', 'within') and pathos ('suffering', 'feeling'). It is therefore the ability to enter into the emotions of another person or, to use a more colloquial expression, to 'put oneself in their shoes'.

But initiating a deep emotional connection is by no means a simple matter. While it can be facilitated by an innate talent, it requires ad hoc training in the interpretation of facial expressions and body signals derived from emotions.

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Empathy in the professional field is a real discipline, explored in a structured manner in the book Business Profiling - Handbook of Nonverbal Communication (2022). This highlights the sophistication of the subject, showing how empathy is a fundamental skill and how becoming a skilled business profiler is a greater challenge than one might think.

In university and corporate lectures I often perform an experiment, showing participants some photographs of people and asking them to recognise the emotions captured by the shot. The opinions that emerge are always divergent, showing how there is a gap between the assumptions we make about each other's moods and the reality of the facts.

Underlying this is a neuroscientific mechanism: while we have the impression that other people struggle to understand our emotions, when we observe others we tend to perceive ourselves as impartial and fair-minded observers, capable of recognising the motivations and interests of others. This discordance stems from a cognitive bias called asymmetrical understanding: people tend to see themselves as more empathetic towards others than others are towards them.

There is also a second aspect to highlight. Sometimes, in an attempt to be empathetic, we try to imagine how we would feel if we had gone through the same experience as the other person, projecting our own experience, goals and values. For example, when faced with a friend who is experiencing a bereavement, it is easy to ask 'how would I feel if I were in his or her place?' But it is good to remember that emotional reactions are not universal, and that the same stimulus - perhaps the loss of a job - can give rise to very different emotions, ranging from sadness to anger, from fear to relief. The correct question to ask is therefore 'how does the other person feel?', otherwise the risk is to interpret the other person's emotional spectrum through one's own lens. Like putting on a myopic person's glasses and seeing the world out of focus.

Instinctively, two distinct phases take place: observation and interpretation of the interlocutor's state of mind in order to act accordingly, ignoring the verification of one's own assumptions. How, then, to overcome this impasse? The verification tool par excellence is the question: asking allows one to explore the interlocutor's emotions in depth, limiting the formulation of prejudices or erroneous beliefs.

Empathy is not applied by making assumptions about the emotionality of the person in front of you, but by creating space for the other person to express them through targeted questions. The way to empathy requires the development of two skills: the study of body language, in order to make the most accurate assumptions possible, and the formulation of questions capable of verifying them. Paul Ekman himself, a pioneer in recognising emotions by emphasising facial expressions, agrees on the importance of questioning.

Being empathic does not only mean identifying and verifying emotions but also supporting the other in their correct handling. To better explain this concept I will resort to an anecdote. A managing director showed up furious at aone-to-one training meeting because of a problem on a project he particularly cared about. After an initial moment of venting, I asked him a few questions to understand the triggers that most triggered his angry emotion; the next step was to transform that furious energy into a desire for revenge, a more positive feeling because it contained a tinge of joy. Although recognised as a negative emotion, anger has an energy in it that, if channelled in the right direction, can act as a fuse to trigger constructive actions.

This reflection is not meant to be an indiscriminate criticism of empathy, which remains an essential virtue for relating to 'emotional beings who think', but a warning to avoid understanding it as a universal balm for all ills and to understand its depth.

Being empathetic means having the courage to dive into the sea of the other's emotions and the tenacity to hold out a lifebuoy when necessary. Otherwise, the risk is to be extremely empathetic while drowning in the waves of other people's emotions.

*Director of the Academy of Strategic Communication.

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