What if Irony is Judging Others for Lacking Empathy?
When someone
is striving toward a goal,
dissuading them from the goal
can be the very definition
of being
unsupportive.
We can rationalize why
we are right
to dissuade them.
We may even argue
that it’s for their own
good.
What doesn‘t change—
until their goal changes—
is that we are perceived
as unsupportive
to them,
and thus perceived
to not be
on the same
team.
Trust
implies vulnerability.
Expectation
demands certainty.
To lose trust
because of our violated
expectations
is to forget what it means
to trust.
Or to realize
that from the start,
there was no trust,
just unmanaged
expectations.
Giving autonomy
to someone who lacks support
can be quite similar
to abandoning them.
We feel compassion
when we feel concern
for another person’s suffering
and desire
to enhance their welfare.
While sounding
virtuous,
compassion becomes
dangerous
when we have difficulty
realizing empathy
with the
concerns
and desires
of our own
or others,
leaving us unable
or unwilling
to manage our impulses
to hastily act,
in the name of “help,”
often feeling surprised
even resentful
of the other person’s response,
as we judge them
ungrateful,
resistant,
or stupid.
At first,
the question
may seem like
“Do you share
my interests?”
But later,
a question just as important
may be
“Will you be there
to support me
when I fall?”
While we may think
that we’re providing autonomy
for the employees’ benefit,
our employees
can actually feel
left alone
without support.
While we may think
that we’re expressing our concern
for the company’s benefit
our employers
can actually feel
uncared for
without support.
…
Support
is an event.
Just
as the confidence of an engineer
does not guarantee
whether the structure they built
is supportive,
our intention to support
does not guarantee
that support
happens.
May we ask
whether we desire
being
and creating with someone
or giving to
and receiving from them.
The more we want to give to,
or receive from someone,
the harder it can become
to be
or to create with them.
Being
or creating with someone
requires being present,
without expectation,
suspending our need
to fulfill a need,
and instead
letting emergence guide us
through uncertainty.
“I want to kill him,”
she said,
her heads down,
referring to her co-founder.
“Tell me how you’d do it.”
I asked,
“What?”
she looked up
puzzled.
“I want to hear your plan.”
I responded.
“Ha ha ha!”
she laughed out loud.
I smiled,
noticing her shoulders relax
and tension release.
When someone leans on us
we sometimes mistake them
for falling,
which inspires us
to rescue them.
But all they really need
is for us
to support them
while they lean.
p.s: My gratitude goes out to Pinky Parsons for inspiring this post.
Sometimes
we run workshops on empathy,
focused on behaviors
without much focus
on the experience
of empathizing,
inadvertently teaching
manipulation.
As the computer software
“ELIZA,”
has shown,
you can enact
all the “right” behaviors
associated with empathy
without ever actually
empathizing.
