Manager asks: What does Em consider before advising?

TL;DR:

  • user profile
  • counterpart profile
  • organization culture and context
  • reporting structure
  • team dynamics
  • type of situation: feedback, change, conflict

What context does Empatyzer consider before giving advice?

Em does not respond in a vacuum: when talking about a specific person, they combines knowledge about both parties, their differences, relationships and the broader organisational context.

Features that can help:

  • Talk to Em about a specific person: Uses data from both parties and the specific situation to prepare a more accurate response than general communication advice.
  • Comparison: Shows the differences between the user and the interlocutor that can affect the tone, pace, argument and reception of the message.
  • Organisational culture: Adds broader context to the values and practices of the company, team, or department in which the conversation takes place.

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Em starts with the user's profile: their motivators, working style and stress responses. Next it considers the counterpart's profile to spot differences and similarities that affect communication. It factors in the organization's culture because that shapes expected tone and level of formality. It checks reporting lines to gauge power dynamics. It looks at team composition and dynamics that may escalate or ease tension. Context assessment includes the goal of the conversation: to inform, correct, decide or de-escalate. Em distinguishes situations — developmental feedback, announcing change, or intervening in conflict — and recommends different language, pacing and closing steps for each. Advice is tailored to the dyad, meaning either a pair or a person-to-team relationship. The system avoids judgments and labels, suggesting specific words and behaviors. Em also offers next steps and proposed agreements that turn emotions into facts. All guidance respects privacy and data boundaries.

Em considers both profiles, culture, reporting, team and situation type to offer safe, practical guidance.

Sources and research

  1. DeYoung, C. G., Quilty, L. C., & Peterson, J. B. (2007). Between facets and domains: 10 aspects of the Big Five. Journal of Personality and Social Psychology, 93(5), 880–896. https://doi.org/10.1037/0022-3514.93.5.880 DOI: 10.1037/0022-3514.93.5.880
  2. Amy L. Kristof-Brown; Ryan D. Zimmerman; Erin C. Johnson (2005). Consequences of individuals’ fit at work: A meta-analysis of person–job, person–organization, person–group, and person–supervisor fit. Personnel Psychology, 58(2), 281–342. https://doi.org/10.1111/j.1744-6570.2005.00672.x DOI: 10.1111/j.1744-6570.2005.00672.x
  3. Stahl, G. K., Maznevski, M. L., Voigt, A., & Jonsen, K. (2010). Unraveling the effects of cultural diversity in teams: A meta-analysis of research on multicultural work groups. Journal of International Business Studies, 41, 690–709. https://doi.org/10.1057/jibs.2009.85 DOI: 10.1057/jibs.2009.85
  4. Avraham N. Kluger; Michal Lehmann; Herman Aguinis; Guy Itzchakov; Galit Gordoni; Jetmir Zyberaj; Cafer Bakaç (2024). A Meta-analytic Systematic Review and Theory of the Effects of Perceived Listening on Work Outcomes. Journal of Business and Psychology, 39, 295–344. https://doi.org/10.1007/s10869-023-09897-5 DOI: 10.1007/s10869-023-09897-5

Author: Empatyzer

Published:

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