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.
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
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
Facilitator and Client
Listen and understand
Focus on the client’s needs
Maintain ethics and values
Develop and maintain ground rules
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
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
Organization Perspective
Measures of trust
Employee empowerment
Open communication
Honesty
Commitment to core values
Is there a decision-making infrastructure that
supports participation.
Managing Trust
BOUNDARIES!
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.
Building Trust
Adventure training courses
Classroom-based experiential activities
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
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
Deficit Theories
Identify the problem Vocabulary
(or performance gap) Problem
Conduct a root cause Performance gap
analysis Deficiencies
Identify and analyze Failures
solutions Substandard
Conduct cost analysis
Action plan
Deficit Theories
An organization is a problem to be solved.
Appreciative Inquiry
Appreciate & value the best of What Is
Envision: What Might Be
Dialogue: What Should Be
Innovate: What Will Be
Appreciative Inquiry
An organization is a mystery to be
discovered.
Origins of Appreciative Inquiry
Kurt Lewin, 1948 action research
David Cooperrider & Suresh Srivastva in
1987 -- with colleagues from Case
Western University & Taos Institute
The Vital Core
Achievements Organization wisdom
Strategic opportunities Core competencies
Product strengths Visions of possibility
Technical assets Vital traditions, values
Innovations Positive macrotrends
Elevated thoughts Social capital
Best business practices Embedded knowledge
Positive emotions Business ecosystem
Financial assets
The Vital Core
An organization alive!
8 Principles of Appreciative
Inquiry
Constructionist Principle
Words create worlds
Simultaneity Principle
Inquiry creates change
Poetic Principle
We can choose what we study
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
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
The Process
Appreciative Inquiry uses a four step
process.
Discovery
“What gives life?”
(The best of what is)
Appreciating
Destiny Dream
“What might be?”
“How to empower, learn, Affirmative
(What is the world
and improvise?” Topic Choice calling for)
Sustaining Envisioning Results
Design
“What should be—
the ideal?”
Appreciative Co-constructing
Inquiry “4-D”
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.