Building perspective-taking as an organizational capability: A change intervention in a health care setting

Thomas Calvard*, Emily Cherlin, Amanda Brewster, Leslie Curry

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

Abstract / Description of output

Perspective-taking, or engaging with the viewpoints of others, has been linked to a range of positive and negative interpersonal outcomes. However, it has only been researched infrequently in organizations, and questions remain about how it might be developed as a multidimensional cooperative process and problem-solving capability more widely. To better understand this, this article presents findings from a 2-year change intervention with 10 US hospitals. Interview data from three time points (393 interviews, 197 staff members) reveal dimensions and levels of understanding underpinning the development of organizational perspective-taking. Actors’ accounts suggested several major interrelated dimensions of perspective-taking operating at local and system levels, through affective concern, cognitive understanding, and motivational efforts to improve the sharing and interpretation of diverse perspectives. The study has implications for how organizations can better foster perspective-taking by building ecological structures and processes that assemble perspectives supportively, holistically, and frequently.
Original languageEnglish
Number of pages15
JournalJournal of Management Inquiry
Early online date30 Sept 2021
Publication statusE-pub ahead of print - 30 Sept 2021

Keywords / Materials (for Non-textual outputs)

  • cooperation
  • empathy
  • health care
  • organizational change
  • perspective-taking
  • problem-solving


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