Practical Empathy by Young, Indi -- Read -- Imperial Library of Trantor

Index

Cover Page Title Page Copyright Page How to Use This Book

Who Should Read This Book? What’s in This Book?

What Role Does Empathy Play in Your Work? Developing Empathy Applying Empathy

What Comes with This Book?

Frequently Asked Questions

How are you using the word “empathy?” Can anyone learn how to be empathetic? How should I train to increase my empathy skills? What do I look for in a candidate when I need to hire an empathetic person? How can I train my team to be more empathetic? How do I clearly convey insights I’ve gained via empathy to my peers and decision-makers, even across departments? How does empathy improve my interaction design skills?

Contents Foreword Introduction Chapter 1: Business Is Out of Balance

Data and Analytics Take Priority

Immature Data Practices Abuse of Scientific Terminology Constrained Collaboration Self-Focused Progress Lack of Listening

What Makes a Person Tick? Rebalance Your Organization with Empathy

Chapter 2: Empathy Brings Balance

Empathy Is Not What You Might Think Empathy Becomes Your Practice Exhibit Understanding Instead of Competence

Chapter 3: Put Empathy to Work

Development Cycles The Stages of Developing and Applying Empathy The Logistics of Listening

A Formal Listening Session Why Is a Remote Connection Okay? One at a Time No List of Questions Keep It Simple

Chapter 4: A New Way to Listen

This Is a Different Kind of Listening

Fall into the Mindset Explore the Intent Make Sure You Understand

Listen for Three Components

Inner Thinking or Reasoning Reactions Guiding Principles

Follow the Peaks and Valleys

Start with a Broad Topic Let the Speaker Keep Choosing the Direction Dig into the Last Few Remarks Use the Fewest Number of Words Possible Reiterate a Topic Avoid Introducing Words the Speaker Hasn’t Used Try Not to Say “I”

Be Supportive

Don’t Fake It—React, Be Present Never Switch Abruptly Adapt Yourself to the Mood Don’t Cause Doubt or Worry

Be Respectful

Be the Undermind, Not the Overmind Resist the Urge to Demonstrate How Smart You Are

Neutralize Your Reactions

Notice Your Emotional Reactions Dissipate Your Reactions and Judgments

Harness Your Emotional Empathy Practice Your Skills

Practice 1: Where Will You Practice Listening? Practice 2: Identify Your Reaction/Assumption Practice 3: Classify What’s Being Presented

Summary

Chapter 5: Make Sense of What You Heard

Pick Out the Concepts Each Participant Describes Make Sense of Each Concept What to Skip in the Transcript

Explanation of Event, Process, or Scene Statement of Fact Opinion Preference Generalization Passive Behavior Conjecture Concepts That Are Out of Scope

Your Goal Is to Get Better Write a Summary of Each Concept Start with the Verb

Why a Verb? First Person, Present Tense Convey Emotional Reactions as Verbs Verbs to Avoid

Write the Rest of the Summary Edit Until It’s Clean and Clear

Ensure That Each Summary Is a Unique Thought Avoid Compound Sentences Read It Aloud

Summary

Chapter 6: Apply Empathy to What You Create

Look for Patterns

Quick Method: Seek Patterns by Memory Rich Method: Look for Patterns Across Summaries

Consider One Summary at a Time Wrap Your Mind Around the Difficult Ones

Assess Your Confidence The Difference Between Summary-and Memory-Generated Patterns

Create Behavioral Segments from the Patterns

Behavioral Segments First, Then Maybe Personas It’s a Rotating Cast

Inspire Ideas

Remind Yourself of Organizational Goals Start by Describing a Pattern First Person Pronoun “I” No Need for Scenarios Reasoning, Not Demographics Make Notes of the Ideas Test How Well You Are Empathizing Check the Ideas

Solve for More

Explore Varied Combinations Look for Enduring Directions Solve More Than Surface-Level Problems Keep in Mind Whom You Are Addressing Solve for the End Customer

Practice These Skills

Practice: Design-less Design Session

Summary

Chapter 7: Apply Empathy with People at Work

Collaborate with People

Perennial Listening Act Like a Pollinator

Lead a Team

More Perennial Listening Culture

Understand Your Higher-Ups

Search for the Reasoning Pushing Back Is Not Rebellion—It’s Collaboration

Know Yourself Practice These Skills

Practice 1: Know Yourself Practice 2: Begin to Understand Your Decision-Makers

Summary

Chapter 8: Apply Empathy Within Your Organization

See from Your Organization’s Point of View Make Small Changes

Include Support Objectives Seek the Root Cause Pivot Don’t Let Technology Define Your Projects Don’t Be Too Focused on Methods and Speed

Blaze a Trail from Established Paths Address the Broader Landscape Practice These Skills

Practice: Clarify the Purpose

Summary

Chapter 9: Where Do You Go from Here?

Explain It to Others Go Small If You Do Only One Thing Secret Agenda

Index Acknowledgments About the Author Footnotes

Chapter 1 Chapter 2 Chapter 3 Chapter 4 Chapter 5 Chapter 6 Chapter 7 Chapter 8

← Prev
Back
Next →

← Prev
Back
Next →