At ESnet, we believe that a diverse workforce results in creative ideas and innovations. So we aim to create an inclusive working environment where people feel valued and can share their thoughts and ideas. In this series, we’ll be sharing perspectives from our staff in hopes of sharing our lessons learned and igniting conversations.
As part of ESnet’s ongoing inclusion effort, we held a workshop, “Empathy: A Building Block for Inclusiveness,” last month to discuss proactive approaches to understanding others. Mukundagiri Kandadai Ramanujam (‘Ram’ for short), Lead Trainer with Love To Share Foundation, facilitated the discussion. Michael Sinatra, a network engineer at ESnet, shares his thoughts on the workshop.
Michael Sinatra, ESnet Network Engineer
At ESnet, we deal with a lot of complex issues, which generate a lot of subtle risks and benefits. We also have a diverse staff that has different communication styles. I have found Ram’s seminars really helpful in reminding us of the benefit of understanding employees’ underlying concerns when we communicate.
In the seminar, Ram made the distinction in interpersonal communication among statements that are intellectual or state neutral facts, versus those that evaluate, judge and eventually label. By using empathy to understand the underlying needs being expressed by our coworkers, we can better convey the important things that need to be communicated in our organization without causing emotional issues to block out the underlying needs of the organization. Emotions have a place at work, but they can also cloud our ability to see important issues in our jobs.
The discussion reminded me of an example from a previous workplace. When I was 21 I had a summer job at a factory where, as one of my assignments, I had to do some work with the plant machinist, who had been told by the plant managers that he had an “attitude problem.” In the course of our work, when my colleague began grumbling about something I was doing, I, aware of this person’s alleged attitude problem, tried to be as emotionally neutral as I could to find out—on an intellectual level— why he was grumbling. It turns out that my colleague had identified a serious safety issue in what I was doing. We were able to correct the issue quickly before it caused more problems. I realized that my colleague might not have an attitude problem at all, but he might just have had some trouble communicating important issues to others, and then he would get frustrated when people didn’t take his concerns seriously.
I have tried to apply some of these concepts by being more open about my underlying motivations, especially when expressing concerns about something. At the same time, I have tried to better, and more neutrally, understand my colleagues’ concerns and motivations. Ram showed us that empathy works both ways–by better exposing our own needs and concerns, we can better communicate about the issues that are important to ESnet, and by applying the principles of empathy to our colleagues, we can better understand where they’re coming from, regardless of differences in communication style or culture.
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