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Wired to Care : How Companies Prosper When They Create Widespread Empathy by Dev Patnaik and Peter Mortensen (2009, Hardcover)
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About this product
Product Identifiers
PublisherFT Press
ISBN-10013714234X
ISBN-139780137142347
eBay Product ID (ePID)22038259111
Product Key Features
Number of Pages272 Pages
Publication NameWired to Care : How Companies Prosper When They Create Widespread Empathy
LanguageEnglish
SubjectPersonal Success, General, Management, Strategic Planning, Interpersonal Relations, Emotions
Publication Year2009
TypeTextbook
AuthorDev Patnaik, Peter Mortensen
Subject AreaPsychology, Business & Economics
FormatHardcover
Dimensions
Item Height0.8 in
Item Weight14.7 Oz
Item Length8.3 in
Item Width5.6 in
Additional Product Features
Intended AudienceScholarly & Professional
LCCN2008-024346
Dewey Edition22
ReviewsA veteran business strategist and adjunct faculty member at Stanford Univ., Patnaik explores the role of empathy in successful companies, producing a thoughtful, practical meditation on the power of walking in someone else's shoes. Though he utilizes examples from his work with Harley Davidson, Cisco and Nike, his skills in the classroom get a good showcase too, with lessons on history and biology, as well as revealing exercises from his class (called Needfinding) with "aha" revelations like: "For thousands of years, people made things for other people they knew"; it was the Industrial Revolution that divided producer from consumer. Essentially, Patnaik proposes that a successful company must cross that divide and learn about their customers' needs by interacting with, understanding and, in some cases, hiring them. Incorporating some familiar ideasthe power of "framing," the golden rulePatnaik manages to keep his text fresh and brisk, making this a cagey but compassionate guide for execs and business students.(Publishers Weekly, Jan.), A veteran business strategist and adjunct faculty member at Stanford Univ., Patnaik explores the role of empathy in successful companies, producing a thoughtful, practical meditation on the power of walking in someone else's shoes. Though he utilizes examples from his work with Harley Davidson, Cisco and Nike, his skills in the classroom get a good showcase too, with lessons on history and biology, as well as revealing exercises from his class (called Needfinding) with "aha" revelations like: "For thousands of years, people made things for other people they knew"; it was the Industrial Revolution that divided producer from consumer. Essentially, Patnaik proposes that a successful company must cross that divide and learn about their customers' needs by interacting with, understanding and, in some cases, hiring them. Incorporating some familiar ideas-the power of "framing," the golden rule-Patnaik manages to keep his text fresh and brisk, making this a cagey but compassionate guide for execs and business students. (Publishers Weekly, Jan.)
Dewey Decimal658.8/343
Table Of ContentPart I The Case for Empathy Chapter 1 Introduction 3 Chapter 2 The Map is Not the Territory 19 Chapter 3 The Way Things Used to Be 42 Part II Creating Widespread Empathy Chapter 4 The Power of Affinity 67 Chapter 5 Walking in Someone Else's Shoes 85 Chapter 6 Empathy That Lasts 105 Chapter 7 Open All the Windows 124 Part III The Results of Empathy Chapter 8 Reframe How You See the World 143 Chapter 9 We Are Them and They Are Us 165 Chapter 10 The Golden Rule 180 Chapter 11 The Hidden Payoff 200 Acknowledgments 217 Endnotes 223 Index 237 About the Authors 251
SynopsisEmpathy isn't about being touchy-feely. It's the ability to step outside of yourself and see the world as other people do. Empathy helps to make good leaders into great ones: they see new opportunities faster than their competitors, have the courage to take a risk on something new, and have the gut-level intuition that they need to make the right decisions when the path ahead is unclear. Fostering empathy in an entire organization, however, is much harder. The thousands of people that make up a large company inevitably accumulate implicit experiences, feelings, and insights about people that affect the way that each of them makes decisions. But that does not, however, create an organization that has a collective, widespread sense of empathy. This book explains how companies can challenge themselves to meet their customers more than halfway. The author's original approach walks helps readers shift their thinking and their companies' thinking beyond the borders of the organization. The author begins by having the reader explore their own mental models and maps; explores how size and distance have disconnected companies from their true customers; shows how we are wired to care in our brains; and provides a way for companies to drive growth by understanding this truth about their customers: We are them, and they are us., In this essential and illuminating book, top business strategist Dev Patnaik tells the story of how organizations of all kinds prosper when they tap into a power each of us already has: empathy, the ability to reach outside of ourselves and connect with other people. When people inside a company develop a shared sense of what's going on in the world, they see new opportunities faster than their competitors. They have the courage to take a risk on something new. And they have the gut-level certitude to stick with an idea that doesn't take off right away. People are "Wired to Care," and many of the world's best organizations are, too. In pursuit of this idea, Patnaik takes readers inside big companies like IBM, Target, and Intel to see widespread empathy in action. But he also goes to farmers' markets and a conference on world religions. He dives deep into the catacombs of the human brain to find the biological sources of empathy. And he spends time on both sides of the political aisle, with James Carville, the Ragin' Cajun, and John McCain, a national hero, to show how empathy can give you the acuity to cut through a morass of contradictory information. Wired to Care is a compelling tale of the power that people have to see the world through each other's eyes, told with passion for the possibilities that lie ahead if leaders learn to stop worrying about their own problems and start caring about the world around them. As Patnaik notes, in addition to its considerable economic benefits, increasing empathy for the people you serve can have a personal impact, as well: It just might help you to have a better day at work.
LC Classification NumberHD58.9.P38 2009
