Karamally's View on Compassion in Business

Introduction 

Karamally (2013) views compassion as a conscious choice for businesspeople who desire to have a driving force in their businesses. This essay summarizes the author's argument while presenting reasons to agree with him. 

Section 1 

This section begins by providing an overview of Karamally's argument that compassion is essential in establishing the driving force of business. The author starts by mentioning the need for companies to identify its corporate values in an attempt to include compassion as part of the corporate culture. According to Karamally (2013, p.13), company members need to practice amount and include compassion as part of their lingo. He also explains that the strength of a company's culture is tested under pressure to deliver. Therefore, employees and the management have to understand what values and attributes should be practiced for the best result to be achieved. Compassionate organizations give employees the time and space to reflect thus paving the way for better solutions rather than finding scapegoats to blame on (Karamally, 2013, p. 14). Karamally (2014) also argues that compassion enables managers to understand their employees' problems by viewing it from a better perspective thus allowing better employee performance. While training focuses on the skills and coaching helps in employee grooming, it is essential for managers to provide employees with opportunities to express themselves (Karamally, 2013, p.15). He further explains that while practicing compassion, employees should refrain from being sympathetic and instead practice empathy. (Karamally, 2013, p.16). 

Additionally, Karamally explains the purpose of compassion in effective communication within an organization. According to him, the environment of a compassionate organization enables people, be it the seniors or subordinate employees, to give a reason in an argument. Therefore, communication is on an equal level regardless of an individual's background, seniority and social influence (Karamally, 2013, p. 20). Finally, Karamally (2013, p.22) relates compassion to an open and welcoming approach that enables diversity and opens the doors to new horizons for the business. As he explains, the ability of a company to embrace compassion improves the level of understanding and recognition among employees thus giving honor and respecting diversity. In the quotation provided in this section, Karamally ascertains that compassion is essential in establishing the driving force of business. The significance of this is that it explains the thoughts of the author on the role of compassion and the difference it brings about to the operations and overall performance of an organization. For instance, Karamally mentions the essential components of an organization's culture as knowing its values and the need to practice compassion for the better performance of employees and the overall success of the business. Therefore, as argued by Karamally, compassion is indeed vital to a company and should be embraced by businesspeople. 

Section 2 

Karamally begins by arguing that organizations need to consider their values for them to embrace compassion successfully. This is true as an organization's ethos described through its valued best indicates the possibility of it embracing compassion (Sepalla, 2013). For instance, a company that does not provide the value its employers and employees should adhere too would not succeed in being a compassionate organization. This is important as companies should not embody compassionate by chance but do it as a permanent step towards improving their operations. Karamally's argument that compassion enables employers and employees to give opinions during arguments without bias is also correct. Compassion entails respecting people's views even when in disagreement (Rynes et al., 2012). For instance, a compassionate employer should forget his powers in the company and level with the employees during the exchange of opinions. This helps to avoid cases of dictatorship in companies as employees are free to think independently. However, extreme compassion during such times will create more room for mistakes. Lastly, Karamally argues the role of compassion in enabling diversity in an organization. This is true as employers will not be interested in who the employees are but focus on what they have to offer. By understanding the backgrounds of the employees and giving them the opportunities they all deserve, a compassionate company can diversify its operations. 

Karamally could respond to my claim that extreme compassion that enables an open and innovative culture might create room for more mistakes by arguing that employees should be given time to rectify their mistakes. This means that the employees who fail to do what is required should be given time a chance of self-reflection. It is possible that Karamally has his mindset towards creating room for tolerance rather than availing punishment. His argument being right means that the intent and focus of an individual should be on what should be done after a mistake has been made. This would translate to my argument about compassion creating room for mediocrity being invalid. Despite my criticism of part of Karamally's argument, I support his argument that compassion is essential for there to be a driving force in business. Therefore, my opinion is that Karamally's argument is valid. 

Reference 

Rynes, S. L., Bartunek, J. M., Dutton, J. E., & Margolis, J. D. (2012). Care and compassion through an organizational lens: Opening up new possibilities. 

Sepalla, E. (2013). Why compassion in business makes sense. Greater good; The science of a meaningful life . 

https://www.compassionate.center/docs/compassion_in_business_2013.pdf