Working with trust by Neill Allan, 9th June 2016
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Transcript of Working with trust by Neill Allan, 9th June 2016
Working with Trust
Neill Allan
0118 9781440; 07767 783440
Skype:neillallan
Why does trust matter?
Added Value
Added value always comes from utilising knowledge
All attempts at adding value involve some risk
The quality of the knowledge that supports the added value action is therefore important
Self Interest
The requirement to gain knowledge required to create action motivates us to risk seeking knowledge from others
Trust is more important in a competitive arena
Knowledge can only be volunteered not conscripted
What is trust?
Some Trust Definitions
Confidence in or reliance on some quality or attribute of a person or thing, or the truth of a statement;
Accepting or giving credit to without investigation or evidence;
Giving credence to, believing (a statement); relying upon the veracity or evidence of (a person, etc.);
Confident expectations of something;
The quality of being trustworthy; fidelity, reliability, loyalty, trustiness
Trust Levels
Trust and Distrust are both opposites and complement each other because both function to reduce social complexity
The natural antithesis of Trust is Control
High levels of trust produce high levels of efficiency. Low trust levels absorb large amounts of resource from exercising controls
Two levels of trust Benevolence based trust (unconditional or
personal trust)
Competence based trust (conditional trust)
What underpins trust?
Personality based trust: derived from infant/caregiver relationship
Institutional based trust: social values and rules, guarantees, ‘safety nets’, job role expectations
Cognitive based trust: impressions of each other, experiences over time judged against expectations
Dimensions of trustworthy behaviour
Behavioural consistency
Behavioural integrity
Sharing and delegation of control
Communication
Demonstration of concern
What affects trust?
Trust based behaviours
Identity based – I trust you because of your role or position e.g. doctor
Reciprocity based – I engage in trust behaviour because I believe you will too
Elicitative Trust – By engaging in acts of trust I will elicit trust from the other person
Compensatory trust – predicated on the belief that some, but not all, will fail to engage in the valued behaviour.
Moralistic Trust – I will act in a trustworthy way irrespective of what others do
Johari’s Window
Me looking in O
the
rs l
oo
kin
g in
Shared Known only to me
Known only to others
Unknown Potential
Initial Situation
With Trust & Co-operation
A pattern of development
In self-organising groups trust expectations often
start with high level of ‘good faith effort’
Followed by Auditing Affective - I feel…
Cognitive - I think …
Intended behaviour – I will…
look for levels of honesty in negotiation
look for others taking excess advantage
Intuitive Auditing - Mental Account Measures are related to but not derived from actual behaviours
High levels of trust absorb higher levels of disappointment
Trust Reinforcement and Loss
Psychological Contract Exists between trustor and trustee
Perceptions of institutional/structural trust may reinforce or conflict with the individual’s psychological contract
Loss of trust Words describing undermined trust are often strong e.g.
betrayal, violation, abuse
Trust growth is slow, betrayal rapid often ‘catastrophic
Often associated with damaged identity, social reputation, and can lead to reprisal e.g through misinformation, avoidance
Crisis management emphasises the importance of trust but
often makes it more problematic
Misconceptions in Groups
Groupthink alters perceptions of reality and meaning
High trust can mean that evidence which runs counter to beliefs is explained
away, ignored, deemed inaccurate, or deemed uninformative
is assumed to be ambiguous or incomplete allowing reinforcement of pre-existing beliefs
Integrating Trust and Distrust: Alternative Realities
HIGH TRUST Characterised by: Hope Faith Confidence, Assurance, Initiative
High Value congruence Interdependence promoted Opportunities pursued New Initiatives
Trust but verify Relationships highly segmented and bounded Opportunities pursued and downside risks/vulnerabilities continually monitored
LOW TRUST Characterised by: No hope, No faith, No confidence, Passivity, Hesitance
Casual acquaintances Limited interdependence Bounded arms-length Transactions Professional courtesy
Undesirable eventualities expected and feared Harmful motives assumed Interdependence managed Preemption: best offence is a good defence Paranoia
LOW DISTRUST Characterised by: No fear, Absence of scepticism and cynicism, Low monitoring, No vigilance
HIGH DISTRUST Characterised by: Fear, Scepticism, Cynicism, Wariness and watchfulness, Vigilance
Practicalities?
Trusting managers
4 key dimensions of trust expectations in managers
Competence
Openness
Concern
Reliability
The Process of Trust Development
Trust Building Processes Underlying behavioural assumptions
Calculative:Trustor calculates the costs and rewards of a trustee acting in an untrustworthy way Predictive:Trustor develops confidence that a trustee's behaviour can be predicted Intentionality:Trustor evaluates a trustee's motivations Capability:Trustor assesses a trustee's ability to fulfil their promises Transference:Trustor draws on proof sources from which trust can be transferred to trustee
Individuals are opportunistic and seek to maximise self interest.
Individual behaviour is consistent and predictable Individuals are geared towards others – motivated to seek joint gain
Individuals differ in their competence expertise and thus ability to deliver on promises
Individuals and institutions can be trusted.; connections in a network are strong and trusted
Macro and Micro management
Macro management Emotionally intelligent management of organisational culture
and subcultures
Including concern for space and layout
Trust facilitating policies and protocols, tools and systems
Support for learning processes
Including development of informal networks
Micro management Cross cultural management
Maximizing on the diversity of Traits
Permissions and Expectations
Identity
Social interactions
Informal Structures
A community creates the social fabric of learning. A strong community fosters interactions and relationships based on mutual respect and trust. It encourages a willingness to share ideas, expose one’s ignorance, ask difficult questions and listen carefully.
Communities of practice are groups of people who share a passion for something that they know how to do and who interact regularly to learn how to do it better. Etienne Wenger
Trust within organisations 1
Macro-level: command/control - low creativity and
flexibility high expectation of social rules. Institutional trust needs to be high, but
unconditional trust can be high too
Self directed self motivated organisations require high levels of personality based trust, strongly assisted by strong corporate values
Trust within organisations 2
Meso-level: Collaboration networks found to be centred around Place and kinship
Professional communities
Shared historical experiences
Utilitarian advantage
Mutual dependency
Trust within organisations 3
Micro-level: 3 alternatives Deliverance based – countermanding a credible
threat of punishment
Identification based trust
Knowledge based trust – allows predictability
Flexible and temporary groups often show a tendency to a quick assumption of trust.
Testing Trust
4 main reactions • Do it without qualms (30-45%)
• Do it then think should I have done that? (35-50%)
• Very tempted to not do it or refuse (20-25%)
• Find it totally offensive. Seen as betrayal (1-10%)
Psychological contract
Round up
Trust and Distrust are both opposites and complement each other because both function to reduce social complexity
The natural antithesis of Trust is Control
High levels of trust produce high levels of efficiency. Low trust levels absorb large amounts of resource from exercising controls
Remember the Psychological Contract
Competence based trust not Benevolence based trust is generally sufficient at work
Trust Auditing: Assess Trustor and Trustee trustworthy behaviour and adjust actions accordingly
This presentation was delivered
at an APM event
To find out more about
upcoming events please visit our
website www.apm.org.uk/events