Imagine a collaborator who spontaneously offers an an overwhelmed colleague. If he does it with empathy and discretion, there is a good chance that his gesture will be welcomed with gratitude. But if this aid is accompanied by a condescending tone or a sufficient attitude, it risks arouse discomfort, even rejection. This is precisely what the study conducted by Stephen Lee, assistant professor in management at the Carson College of Business of the University of Washington, shows in collaboration with Michael D. Johnson from the University of Washington.
Their observation is clear: when gratitude or sympathy accompany help, it is perceived as sincere, and the relations which result from it are stronger, more durable. On the other hand, if the aid is accompanied by a feeling of excessive pride or contempt, it arouses more distrust and limits the chances of reciprocity. “”It is not only the fact of helping that counts, but the way of doing it and the emotions that we express that determine the reaction of people“Stephen Lee underlines in a press release.
In an environment where mutual aid is often encouraged, the emotion expressed becomes a key indicator in the eyes of those who receive a helping hand. If they perceive a sincere motivation, they will be more inclined to trust and to cooperate in turn.
It is not help, it is the intention that matters
To arrive at these results, the researchers crossed data from three distinct experiences, supplemented by a pilot study. The participants, from the professional and university world, shared memories of mutual aid, reacted to scenarios, or participated in laboratory exercises. In all configurations, so -called “socially engaging” emotions have favored quality links and a greater desire to collaborate.
These observations nuance the idea that all help is naturally welcomed. They show that employees decode the intentions behind the gestures. Aid perceived as motivated by altruism or benevolence strengthens cohesion. But if it seems interested or forced, it can produce the opposite effect.
Managers have every interest in being inspired by them. Unlike the N+1 “snow-hunting” which, believing to do well, are chasing the field for their team to the point of depriving them of autonomy, a posture too protective or directive can make their aid heavy, even counterproductive. Creating a true culture of mutual aid therefore implies sincere attention to others, without overplaying the solicitude. Encourage gratitude, listening and humility in labor relations helps strengthen solidarity between colleagues. “”A help motivated by gratitude or by a real concern towards others is more likely to promote positive and lasting relationships“Recalls Stephen Lee.
As for employees, this study invites them to think about their own way of helping. Remember your past experiences, trying to put yourself in the other’s place, or observing the reactions aroused by your gestures allows you to better adjust your attitude. And to build stronger professional relationships, serving a more united collective.