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Harper, J. (2011).  A Reason (and Season) to Stop Shunning.
"To survive as humans, we must rely on social support, and when we withdraw that support on the basis of unpopularity we might advance our own social survival, but we erode our own capacity for compassion and our own potential to be fully human and humane."
Davidson, J. (2003).  The Anxiety Book.
"Have compassion for yourself and others. Rational responses should not only be more truthful than core negative thoughts, but also be kinder. When you magnify your own weaknesses, your cognitions become skewed toward disaster because you don't believe in your ability to handle stress or challenge. When you magnify the weaknesses (or dark sides) of other people, your relationships are characterized by mistrust, and you'll never feel safe in the world. You don't have to expunge awareness of your own imperfections, or whitewash the fact that people can be malevolent, in order to cultivate compassion. A compassionate worldview acknowledges all our multifaceted complexity but is purposely skewed toward the positive: You look for the good in yourself as well as in others." (p. 98)
Pascale, R. T., & Athos A. G. (1982).  The Art of Japanese Management: Applications for American Executives.
"The evidence would suggest that for most of us being pushed too hard and crowded into a corner is counterproductive. Great honesty is seldom helpful without empathetic compassion, skillfully expressed in private, by someone assumed to care about the other person's well-being." (p. 158)
Ray, M., & Myers R. (1986).  Creativity in business.
"Compassion in business comes in the form of being concerned about your co-workers." (p. 212)
Dilenschneider, R. L. (1998).  The Critical 14 Years Of Your Professional Life.
"What are the bosses' strengths and weaknesses?
We all have them. Usually, our weaknesses outnumber our strengths. When you do a strengths/weaknesses 'audit' of the boss, be prepared for the weakness column to extend beyond the strengths. Once I got savvy about the world of bosses, I considered it a major strength that the executive simply was breathing. The higher you put your standards for how bosses should act, the harder you're going to fall when a particular boss doesn't measure up. Remember breathing—it's a major strength." (p. 60)
Rosen, R. H. (2008).  Just Enough Anxiety: the hidden driver of business success.
"Compassionate leaders assume goodwill. They respect and see the good in others, and in themselves. They honor people's feelings as true for them. And they try to minimize people's pain and fear while maximizing their sense of well-being. In the words of George Washington Carver: 'How far you go in life depends on your being tender with the young, compassionate with the aged, sympathetic with the striving, and tolerant of the weak and strong. Because someday in life you will have been all of these.'" (p. 84)
Frost, P. J., Nord W. R., & Krefting L. A. (2003).  Managerial and organizational reality: stories of life and work.
"At the core of compassion is the idea that in some way one is moved by someone else's pain and acts to connect with the person to signal that one cares." (p. 420, Peter J. Frost, Jane E. Dutton, Monica C. Worline, and Annette Wilson)
Harper, J. (2013).  Mobbed! A Survival Guide to Adult Bullying and Mobbing.
"But compassion is not about seeing the differences between ourselves and those who have harmed us. It's about recognizing the common features that make us human." (Kindle loc. 3147-3149)
Wansbrough, H. (1985).  The New Jerusalem Bible.
The poor is detestable even to a friend, but many are they who love someone rich. One who despises the needy is at fault, one who takes pity on the poor is blessed.
Crowe, S. A. (1999).  Since Strangling Isn't an Option... : Dealing with Difficult People–Common Problems and Uncommon Solutions.
"It isn't always easy to have compassion for people who are in positions of power over us. We tend to think of them as having achieved something, or as having been given something we have not. Instead of thinking of your boss as a boss, think of her as a person. It's easier, and more productive, for two human beings to talk than it is for a boss and a subordinate to deliberate." (p. 39)
Reina, D. S., Reina M. L., & Chagnon M. L. (1999).  Trust and Betrayal in the Workplace.
"Do employees know you care about them? As leaders attempting to navigate change in your organizations, do you have the compassion to acknowledge the uncertainty, confusion, vulnerability, and pain that you feel and that your employees must feel? Do you remain sensitive to how your actions affect others? This level of relating produces the very type of climate organizations are attempting to create, one that is flexible and adaptable." (p. 160)
Hort, B. E. (1996).  Unholy Hungers : Encountering the Psychic Vampire in Ourselves and Others.
"In our external lives, we can ignite the soul-connecting flame whenever we speak sincere words of compassion and love. These words may sound like: 'I know you are angry about the loss of your job, and I know you don't mean to hurt anyone else. Still, our children are frightened by your loud voice. They think they are responsible for your pain.' " (p. 246)
Coyne, T. (1998).  Your Life's Work.
"Most of the problems in the workplace today could be resolved by the unanimous application of the positive feelings of love, compassion, and respect." (p. 137)

See also: empathy, love, understanding, caring, kindness, pain

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SKOS Concept Scheme

SKOS concepts and relations

Concept Scheme: business culture/management vocabulary

URI: business culture/management vocabulary


  • Concept: compassion
    • preferred: compassion
    • related: empathy
    • related: love
    • related: understanding
    • related: caring
    • related: kindness
    • closeMatch:
    • keyword-22
    • antonym: pain
    • linked content:
      • sense: compassion
      • sense: pity
      • compassion
      • in scheme:
      • gloss: the humane quality of understanding the suffering of others and wanting to do something about it
      • hyponym of:
      • synset id: 104829550
  • W3C SKOS spec
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