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TRUST

TRUST. COS 4860 Bruce K. Barnard. Trust. How do you know when you can trust someone?. What is Trust. Trust is a relationship of reliance. A trusted party is presumed to seek to fulfill policies, ethical codes, law and their previous promises.

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TRUST

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  1. TRUST COS 4860 Bruce K. Barnard

  2. Trust • How do you know when you can trust someone?

  3. What is Trust • Trust is a relationship of reliance. A trusted party is presumed to seek to fulfill policies, ethical codes, law and their previous promises. • Trust does not need to involve belief in the good character, vices, or morals of the other party. Persons engaged in a criminal activity usually trust each other to some extent. • Trust is a prediction of reliance on an action, based on what a party knows about the other party. • Trust is a statement about what is otherwise unknown -- for example, because it is far away, cannot be verified, or is in the future

  4. Why is it Important? • Trust predicts action and commitment • Facilitation is about building productive relationships – trust is essential • Trust will determine • Level of participation • Commitment to outcomes • The results

  5. Facilitator and Client • Listen and understand • Focus on the client’s needs • Maintain ethics and values • Develop and maintain ground rules

  6. Facilitator and Group • Design processes that are aligned to the group’s needs and values. • Be flexible, open, and willing to adapt. • Adapt style to the stage of development. • Confidentiality

  7. Within and Between Groups • Trust is essential to … • Breaking down organizational silos • Enhance performance • Focus the effort on improving the organization • Managing conflict • Planning and implementation

  8. Organization Perspective • Measures of trust • Employee empowerment • Open communication • Honesty • Commitment to core values • Is there a decision-making infrastructure that supports participation.

  9. Managing Trust • BOUNDARIES!

  10. Managing Trust • You have been hired to facilitate a problem solving group to develop a strategy to reduce turnover at a local factory. During the facilitation, several members express concern that the manager’s daughter works in the EAP office and regularly shares information with the manager. The manager contacts you and asks for an update on your progress – specifically any employee concerns about the EAP office.

  11. Building Trust • Adventure training courses • Classroom-based experiential activities

  12. Ap-pre’ci-ate (verb) • valuing; the act of recognizing the best in people or the world around us; affirming past and present strengths, successes, and potentials; to perceive those things that give life (health, vitality, excellence) to living systems • to increase in value, e.g. the economy has appreciated in value Synonyms: valuing, prizing, esteeming and honoring

  13. In-quire’ (verb) • the act of exploration and discovery • to ask questions; to be open to seeing new potentials and possibilities Synonyms: discovery, search, systematic exploration and study

  14. Identify the problem (or performance gap) Conduct a root cause analysis Identify and analyze solutions Conduct cost analysis Action plan Vocabulary Problem Performance gap Deficiencies Failures Substandard Deficit Theories

  15. Deficit Theories • An organization is a problem to be solved.

  16. Appreciative Inquiry • Appreciate & value the best of What Is • Envision: What Might Be • Dialogue: What Should Be • Innovate: What Will Be

  17. Appreciative Inquiry • An organization is a mystery to be discovered.

  18. Origins of Appreciative Inquiry • Kurt Lewin, 1948 action research • David Cooperrider & Suresh Srivastva in 1987 -- with colleagues from Case Western University & Taos Institute

  19. Achievements Strategic opportunities Product strengths Technical assets Innovations Elevated thoughts Best business practices Positive emotions Financial assets Organization wisdom Core competencies Visions of possibility Vital traditions, values Positive macrotrends Social capital Embedded knowledge Business ecosystem The Vital Core

  20. The Vital Core • An organization alive!

  21. 8 Principles of Appreciative Inquiry • Constructionist Principle • Words create worlds • Simultaneity Principle • Inquiry creates change • Poetic Principle • We can choose what we study

  22. 8 Principles of Appreciative Inquiry • Anticipatory Principle • Image inspires action • Positive Principle • Positive questions lead to positive change • Wholeness Principle • Wholeness brings out the best

  23. 8 Principles of Appreciative Inquiry • Enactment Principle • Acting as if is self fulfilling • Free Choice Principle • People perform better and are more committed when they have freedom to choose how and what they contribute

  24. The Process • Appreciative Inquiry uses a four step process.

  25. Discovery “What gives life?” (The best of what is) Appreciating Destiny “How to empower, learn, and improvise?” Sustaining Dream “What might be?” (What is the worldcalling for) Envisioning Results Affirmative Topic Choice Design “What should be—the ideal?” Co-constructing Appreciative Inquiry “4-D”

  26. Positive Change • Any form of organization change, re-design, or planning that begins with comprehensive analysis of an organization’s “positive core” and then links this knowledge to the heart of any strategic change agenda.

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