factors interact at multiple levels of the health care delivery system (e.g., at the level of structural processes of care or clinical decision-making); and, finally devising interventions that take these issues into account to assure quality health care delivery to diverse patient populations. ( J.R. Betancourt, Defining Cultural Competence: A Practical Framework for Addressing Racial/Ethnic Disparities in Health and Health Care) Following Clark (1997) and Davis (1983), we understand compassion as a process in which three elements of compassion from a tripartite concept: notice another person’s suffering, empathically feeling that person’s pain, and acting in a manner intended to ease the suffering (Dutton et al.,2006; Kanov et al., 2004; Miller, 2007). According to Cummings and Bennet means care given through relationships “compassion based on empathy, kindness, trust, respect and dignity, regardless of their circumstances and seeing the person behind the condition.” Papadopoulos has defined culturally competent compassion as the quality of understanding the suffering of others and wanting to do something about it using culturally appropriate and acceptable nursing/healthcare interventions which take into consideration both the patients’ and the carers’ cultural backgrounds as well as the context in which care is given. Suffering is inevitable part of organizational life. Defined as the experience of pain that evokes existential anguish (Reich, 1989), suffering springs from many sources outside and within organizations. For example, illness, injury, or death of loved ones can cause pain that spills into the workplace (Harvey, 2001). It can also arise within an organization as a result of toxic interactions with bosses, colleagues or customers from organizational processes that generate pain or in carrying out the evils” of work “necessarily organizations, which unavoidably causes harm to others at work. (Molinsky & Margolis, 2005) In our tool we will focus on supporting staff and patients/service users in giving and receiving culturally competent and compassionate care in order to promote culturally competent and compassionate care for the frontline health care workers. Compassion shown by work colleagues can strengthen emotional connections at work and boost people’s ability to function as productive employees (Dutton, 2002). What legal/normative frameworks or conventions says on the topic
factors interact at multiple levels of the health care delivery system (e.g., at the level of structural processes of care or clinical decision-making); and, finally devising interventions that take these issues into account to assure quality health care delivery to diverse patient populations. ( J.R. Betancourt, Defining Cultural Competence: A Practical Framework for Addressing Racial/Ethnic Disparities in Health and Health Care) Following Clark (1997) and Davis (1983), we understand compassion as a process in which three elements of compassion from a tripartite concept: notice another person’s suffering, empathically feeling that person’s pain, and acting in a manner intended to ease the suffering (Dutton et al.,2006; Kanov et al., 2004; Miller, 2007). According to Cummings and Bennet “compassion means care given through relationships based on empathy, kindness, trust, respect and dignity, regardless of their circumstances and seeing the person behind the condition.” Papadopoulos has defined culturally competent compassion as the quality of understanding the suffering of others and wanting to do something about it using culturally appropriate and acceptable nursing/healthcare interventions which take into consideration both the patients’ and the carers’ cultural backgrounds as well as the context in which care is given. Suffering is inevitable part of organizational life. Defined as the experience of pain that evokes existential anguish (Reich, 1989), suffering springs from many sources outside and within organizations. For example, illness, injury, or death of loved ones can cause pain that spills into the workplace (Harvey, 2001). It can also arise within an organization as a result of toxic interactions with bosses, colleagues or customers from organizational processes that generate pain or in carrying out the “necessarily evils” of work organizations, which unavoidably causes harm to others at work. (Molinsky & Margolis, 2005) In our tool we will focus on supporting staff and patients/service users in giving and receiving culturally competent and compassionate care in order to promote culturally competent and compassionate care for the frontline health care workers. Compassion shown by work colleagues can strengthen emotional connections at work and boost people’s ability to function as productive employees (Dutton, 2002). What legal/normative frameworks or conventions says on the topic