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Dehumanization in organizational settings: some scientific and ethical considerations
1Department of Psychology, University of British Columbia Vancouver, BC, Canada.
Frontiers in Human Neuroscience
|October 14, 2014
Summary
Dehumanization in organizations, often seen as acceptable, has severe negative consequences for everyone involved. Research suggests empathy does not hinder problem-solving and dehumanization can be replaced by better, ethical strategies.
Area of Science:
- Organizational Psychology
- Social Psychology
- Neuroscience
Background:
- Dehumanizing attitudes and behaviors are common in organizations.
- These behaviors are often perceived as necessary for achieving goals.
Purpose of the Study:
- To examine common beliefs about dehumanization in organizational settings.
- To evaluate the evidence supporting or refuting these beliefs.
- To explore alternative strategies to dehumanization.
Main Methods:
- Review of social psychological and neuroscientific research.
- Analysis of commonly held beliefs regarding dehumanization and empathy.
Main Results:
- Evidence contradicts the belief that everyday dehumanization is harmless, showing negative impacts on victims and perpetrators.
- The idea that suppressing empathy improves problem-solving lacks support.
- Empathy may interfere with mechanistic problem-solving but not all forms.
Conclusions:
- Dehumanization in organizations is not a useful strategy.
- Negative consequences outweigh perceived benefits.
- Ethical, superior alternatives to dehumanization exist and should be adopted.
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