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Abstract
Workplaces are often described as places in which individuals are motivated by their self-interests and in which negative events like time pressure, anxiety, conflict with co-workers, miscomprehensions, difficulties in solving problems, not-transmitted or not-exchanged information that lead to mistakes, and in some cases to injuries, stress or control, are part of everyday life (Dormann & Zapf, 2002; Schabracq, Winnubst and Cooper, 2003). Such situations are often the result of the limited comprehension of needs, skills, or information available to colleagues, supervisors, subordinates, clients or providers. However, workplaces are also places in which employees take care of clients, support colleagues and subordinates (Rhoades & Eisenberger, 2002), are enthusiastic about their job (Bakker et al., 2008), are motivated by leaders that encourage employees to transcend their own self-interests for the good of the group or the organization and provide them with the confidence to perform beyond expectations (Bass, 1997). Thus positive relationships at work are becoming a new interdisciplinary domain of inquiry (Dutton & Ragins, 2006). Within this positive relationships framework, in this paper we focus on a positive component of workplaces, and particularly on an individual cognitive and emotional process that has an important role in the workplace because it facilitates interpersonal relations and communications: it is the perspective taking process. In order to describe perspective taking, we will refer to some empirical studies and particularly to the review published by Parker, Atkins and Axtell in 2008 on the International Review of Industrial and Organizational Psychology.
Perspective taking is a well established psychological construct, investigated both in the field of human development, as an important component of reasoning and moral development, and also in social and clinical psychology, where it is considered a component of social behaviors and of the therapeutic process (Parker & Axtell, 2001). It has also been conceptualized in different ways. Duan and Hill (1996) describe three approaches to explain reasons for perspective taking behavior: a dispositional approach, that considers empathy as a relatively stable trait or a general ability; a cognitive-affective experience influenced by situational conditions; and finally as a multiphased experiential process. However, although in modern organizations working cooperatively and taking into account customers' needs and experiences are becoming even more important (Schneider, White, and Paul, 1998; West, Tjosvold and Smith, 2003), very few studies have considered perspective taking process within organizations (Parker & Axtell, 2001). This is interesting because taking into account the perspective of others may contribute to more collaborative workplaces, where it is pleasant to work, as also enlighted in the title of the Parker, Atkins and Axtell's (2008) paper: "Building better workplaces" is one of the possible outcomes of perspective taking. This paper aims to make available to a large audience such studies and, in relation to the topic of the conference organized by "Psychology and Communion", consider connections between this concept and ideas and writings by Chiara Lubich.

AbstractLanguage use in conversation requires conversation partners to consider each other's points-of-view, or perspectives. A large body of work has explored how conversation partners take into account differences in knowledge states when choosing referring expressions. This paper explores how well findings from perspective-taking in reference generalize to a relatively understudied domain of perspective: the processing of grammatical perspectival expressions like the motion verbs come and go in English. We re-visit findings from perspective-taking in reference that conversation participants are subject to egocentric biases: they are biased towards their own perspectives. Drawing on theoretical proposals for grammatical perspective-taking and prior experimental studies of perspective-taking in reference, we compare two models of grammatical perspective-taking: a serial anchoring-and-adjustment model, and a simultaneous integration model. We test their differing predictions in a series of comprehension and production experiments using the perspectival motion verbs come and go as a case study. While our comprehension studies suggest that listeners reason simultaneously over multiple perspectives, as in the simultaneous integration model, our production findings are more mixed: we find support for only one of the simultaneous integration model's two key predictions. More generally, our findings suggest a role for egocentric bias in production for grammatical perspective-taking as well as when choosing referring expressions.

A primary focus of research undertaken by social psychologists is to establish why perceivers fail to accurately adopt or understand other people's perspectives. From overestimating the dispositional bases of behavior to misinterpreting the motivations of out-group members, the message that emerges from this work is that social perception is frequently imperfect. In contrast, researchers from disciplines outside social psychology seek to identify the strategies and skill sets required to successfully understand other people's perspectives. These investigations attempt to identify the mechanisms through which perceivers intuit mental states that underlie behavior (e.g. wants, motivations, beliefs). In this article, we review findings from perspective-taking research in developmental psychology, primatology (i.e. primate cognition) and cognitive neuroscience. We then discuss why understanding how accurate perspective-taking occurs may inform understanding of when and why this process fails.

Knowledge-intensive firms are composed of multiple communities with specialized expertise, and are often characterized by lateral rather than hierarchical organizational forms. We argue that producing knowledge to create innovative products and processes in such firms requires the ability to make strong perspectives within a community, as well as the ability to take the perspective of another into account. We present models of language, communication and cognition that can assist in the design of electronic communication systems for perspective making and perspective taking. By appreciating how communication is both like a language game played in a local community and also like a transmission of messages through a conduit, and by appreciating how cognition includes a capacity to narrativize our experience as well as a capacity to process information, we identify some guidelines for designing electronic communication systems to support knowledge work. The communication systems we propose emphasize that narratives can help construct strong perspectives within a community of knowing, and that reflecting upon and representing that perspective can create boundary objects which allow for perspective taking between communities. We conclude by describing our vision of an idealized knowledge intensive firm with a strong culture of perspective making and perspective taking, and by identifying some elements of the electronic communication systems we would expect to see in such a firm.

A great deal of psychological research has investigated the influence of perspective taking on individuals, indicating that perspective taking increases the extent to which people like, feel a sense of self-other overlap with, and help those whose perspective they take. However, previous investigations of the topic have been limited to the study of the perspective taker, rather than the individual whose perspective has been taken. The purpose of the current work is to begin to fill this large gap in the literature by examining the consequences of believing that another individual is taking one's perspective, a phenomenon we refer to as perceived perspective taking. Over a series of 6 experiments, we demonstrate that perceiving that one's perspective has been taken confers many of the same interpersonal benefits as taking another's perspective. Specifically, our data suggest that believing that another person has successfully taken one's perspective results in an increased liking for, a greater sense of self-other overlap with, and more help provided to that person. Consistent with predictions, we find that one's self-other overlap with the perspective taker and the amount of empathy one perceives the perspective taker to feel operate in tandem to mediate the link between perceived perspective taking and liking for the perspective taker. Further, a mediational path from perceived perspective taking to helping behavior through liking is supported. Future directions are discussed, along with implications for theory and application in domains such as intergroup relations, conflict resolution, and political campaigning. © 2014 American Psychological Association.

PurposePerspective-taking is an overlooked relational competence that matters to interaction, problem-solving and cooperation in inter-organizational buyer–seller relationships. This paper aims to distinguish perspective-taking from empathy with which it has often been associated. It uses aptitude theory to propose a conceptualization of perspective-taking consisting of perspective-taking ability and motivation components that are used to explore the scope of perspective-taking in customer–supplier relationships.Design/methodology/approachAn experiment and survey, are conducted among customer managers to apply and test measures to capture the ability and motivation components of the perspective-taking aptitude. The two perspective-taking components are used to propose a 2 × 2 matrix that provides a four-type typology, labelled: "talented", "ineffectual", "fervent" and "indifferent". Data are collected from a sample of senior managers of manufacturing firms responsible for the dyadic relationship with a business support agency.FindingsThe data supports the presence and distribution of the four typologies among customers in business relationships and regression analysis confirms the impact of the proposed perspective-taking typology types on customer–supplier cooperation. The different combinations of the perspective-taking dimensions of ability and motivation that make up the perspective-taking aptitude type result in different dispositions to cooperate. "Talented" and "ineffectual" members with high and low perspective-taking ability and motivation scores, respectively, provide the highest and lowest cooperation dispositions. "Fervent" and "indifferent" members occupy an intermediate perspective-taking aptitude on the typology, with the former impacting cooperation moderately and the latter not found to be significant.Practical implicationsUnderstanding counterparts, inferring their motives and anticipating reactions, is a critical capacity for mutual dyadic adjustments in customer–supplier relationships in business markets. Such an understanding of perspective-taking can prove useful to effective interaction, solution development and relationship building, as interacting managers belonging to different typology types exhibit different levels of cooperation. In addition, an understanding of perspective-taking can prove useful to identify the right talent that can foster effective interaction and solution development in customer–supplier relationships. It also raises the issue as to how best sellers can interact to influence the perspective-taking of buyers in their quest to achieve better solutions and cooperation.Originality/valueProvides a useful supplement to theory by bringing perspective-taking, grounded in aptitude theory, as an essential relational competence in business marketing that can provide an additional explanation to cooperation and joint problem-solving in inter-organizational business relationships. The paper develops and proposes a typology of perspective-taking that brings together ability and motivation dimensions, operationalizes and assessed their measures and tests the impact of the proposed perspective-taking typology types on cooperation in customer–supplier interaction.

AbstractAt Chavez Community School in Phoenix, disposilional empathy and cognitive perspective taking of elementary school students were examined. The study compared social‐cognition of peer mediators with nonmediators over the course of an academic year. Pre‐to‐post increases in cognitive and affective perspective taking, as measured by the Interpersonal Reactivity Index, indicate that social cognition may be enhanced by mediation training and practice. Effects for disputants were also observed.

Ignorance has been both vilified and celebrated throughout the ages. However, the social sciences have had little to say about this topic over the years. In this paper, we argue that in an age of competing and contrasting worldviews, scholarly attention to ignorance can shed light on interpersonal processes and relational dynamics that occur in encounters between subjects holding different points of view. We discuss data from two studies documenting an attribution of ignorance in social relations that serves to relegate the other's point of view to one that stands in need of education or correction. We argue that this communicative strategy enacts a semantic barrier that serves to retain the interlocutor's original point of view unscathed and unchallenged. We argue that this limits dialogical relations by eliminating the requirement for perspective‐taking in social dialogue.

A great deal of psychological research has investigated the influence of perspective taking on individuals, indicating that perspective taking increases the extent to which people like, feel a sense of self-other overlap with, and help those whose perspective they take. However, previous investigations of the topic have been limited to the study of the perspective taker, rather than the individual whose perspective has been taken. The purpose of the current work is to begin to fill this large gap in the literature by examining the consequences of believing that another individual is taking one's perspective, a phenomenon we refer to as perceived perspective taking. Over a series of 6 experiments, we demonstrate that perceiving that one's perspective has been taken confers many of the same interpersonal benefits as taking another's perspective. Specifically, our data suggest that believing that another person has successfully taken one's perspective results in an increased liking for, a greater sense of self-other overlap with, and more help provided to that person. Consistent with predictions, we find that one's self-other overlap with the perspective taker and the amount of empathy one perceives the perspective taker to feel operate in tandem to mediate the link between perceived perspective taking and liking for the perspective taker. Further, a mediational path from perceived perspective taking to helping behavior through liking is supported. Future directions are discussed, along with implications for theory and application in domains such as intergroup relations, conflict resolution, and political campaigning.