TRUSTTRUST

COS 4860COS 4860

Bruce K. BarnardBruce K. Barnard

TrustTrust

How do you know when you can trust How do you know when you can trust someone?someone?

What is TrustWhat is Trust

TrustTrust is a relationship of reliance. A trusted is a relationship of reliance. A trusted party is presumed to seek to fulfill policies, party is presumed to seek to fulfill policies, ethical codes, law and their previous promises.ethical codes, law and their previous promises. Trust does not need to involve belief in the good Trust does not need to involve belief in the good

character, vices, or morals of the other party. character, vices, or morals of the other party. Persons engaged in a criminal activity usually trust Persons engaged in a criminal activity usually trust each other to some extent. each other to some extent.

Trust is a Trust is a predictionprediction of reliance on an action, based of reliance on an action, based on what a party knows about the other party. on what a party knows about the other party.

Trust is a statement about what is otherwise Trust is a statement about what is otherwise unknown -- for example, because it is far away, unknown -- for example, because it is far away, cannot be verified, or is in the futurecannot be verified, or is in the future

Why is it Important?Why is it Important?

Trust predicts action and commitmentTrust predicts action and commitment Facilitation is about building Facilitation is about building

productive relationships – trust is productive relationships – trust is essentialessential

Trust will determineTrust will determine Level of participationLevel of participation Commitment to outcomesCommitment to outcomes The resultsThe results

Facilitator and ClientFacilitator and Client

Listen and understand Listen and understand Focus on the client’s needsFocus on the client’s needs Maintain ethics and valuesMaintain ethics and values Develop and maintain ground rulesDevelop and maintain ground rules

Facilitator and GroupFacilitator and Group

Design processes that are aligned to Design processes that are aligned to the group’s needs and values.the group’s needs and values.

Be flexible, open, and willing to Be flexible, open, and willing to adapt.adapt.

Adapt style to the stage of Adapt style to the stage of development.development.

ConfidentialityConfidentiality

Within and Between GroupsWithin and Between Groups

Trust is essential to …Trust is essential to … Breaking down organizational silosBreaking down organizational silos Enhance performanceEnhance performance Focus the effort on improving the Focus the effort on improving the

organizationorganization Managing conflictManaging conflict Planning and implementation Planning and implementation

Organization PerspectiveOrganization Perspective

Measures of trustMeasures of trust Employee empowermentEmployee empowerment Open communicationOpen communication Honesty Honesty Commitment to core valuesCommitment to core values Is there a decision-making infrastructure Is there a decision-making infrastructure

that supports participation. that supports participation.

Managing TrustManaging Trust

BOUNDARIES!BOUNDARIES!

Managing TrustManaging Trust

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

Building TrustBuilding Trust

Adventure training coursesAdventure training courses Classroom-based experiential Classroom-based experiential

activitiesactivities

Ap-pre’ci-ate (verb)Ap-pre’ci-ate (verb)

valuing; the act of recognizing the best in valuing; the act of recognizing the best in people or the world around us; affirming past people or the world around us; affirming past and present strengths, successes, and and present strengths, successes, and potentials; to perceive those things that give potentials; to perceive those things that give life (health, vitality, excellence) to living life (health, vitality, excellence) to living systems systems

to increase in value, e.g. the economy has to increase in value, e.g. the economy has appreciated in valueappreciated in value

Synonyms: Synonyms: valuing, prizing, esteeming and valuing, prizing, esteeming and honoringhonoring

In-quire’In-quire’ (verb) (verb)

the act of exploration and discovery the act of exploration and discovery to ask questions; to be open to to ask questions; to be open to

seeing new potentials and seeing new potentials and possibilities possibilities

Synonyms: Synonyms: discovery, search, discovery, search, systematic exploration and studysystematic exploration and study

Deficit TheoriesDeficit Theories

Identify the Identify the problem (or problem (or performance gap)performance gap)

Conduct a root Conduct a root cause analysiscause analysis

Identify and Identify and analyze solutionsanalyze solutions

Conduct cost Conduct cost analysisanalysis

Action planAction plan

VocabularyVocabulary ProblemProblem Performance gapPerformance gap DeficienciesDeficiencies FailuresFailures SubstandardSubstandard

Deficit TheoriesDeficit Theories

An organization is a problem to be An organization is a problem to be solved.solved.

Appreciative InquiryAppreciative Inquiry

Appreciate & value the best of Appreciate & value the best of What What IsIs

Envision: Envision: What Might BeWhat Might Be Dialogue: Dialogue: What Should BeWhat Should Be Innovate: Innovate: What Will BeWhat Will Be

Appreciative InquiryAppreciative Inquiry

An organization is a mystery to be An organization is a mystery to be discovered. discovered.

Origins of Appreciative InquiryOrigins of Appreciative Inquiry

Kurt Lewin, 1948 action researchKurt Lewin, 1948 action research David Cooperrider & Suresh David Cooperrider & Suresh

Srivastva in 1987 -- with colleagues Srivastva in 1987 -- with colleagues from Case Western University & Taos from Case Western University & Taos InstituteInstitute

The Vital CoreThe Vital Core

AchievementsAchievements Strategic opportunitiesStrategic opportunities Product strengthsProduct strengths Technical assetsTechnical assets InnovationsInnovations Elevated thoughtsElevated thoughts Best business Best business

practicespractices Positive emotionsPositive emotions Financial assetsFinancial assets

Organization wisdomOrganization wisdom Core competenciesCore competencies Visions of possibilityVisions of possibility Vital traditions, valuesVital traditions, values Positive macrotrendsPositive macrotrends Social capitalSocial capital Embedded knowledgeEmbedded knowledge Business ecosystemBusiness ecosystem

The Vital CoreThe Vital Core

An organization alive!An organization alive!

8 Principles of Appreciative 8 Principles of Appreciative InquiryInquiry

Constructionist PrincipleConstructionist Principle Words create worldsWords create worlds

Simultaneity PrincipleSimultaneity Principle Inquiry creates changeInquiry creates change

Poetic PrinciplePoetic Principle We can choose what we studyWe can choose what we study

8 Principles of Appreciative 8 Principles of Appreciative InquiryInquiry

Anticipatory PrincipleAnticipatory Principle Image inspires actionImage inspires action

Positive PrinciplePositive Principle Positive questions lead to positive Positive questions lead to positive

changechange Wholeness PrincipleWholeness Principle

Wholeness brings out the bestWholeness brings out the best

8 Principles of Appreciative 8 Principles of Appreciative InquiryInquiry

Enactment PrincipleEnactment Principle Acting Acting as ifas if is self fulfilling is self fulfilling

Free Choice PrincipleFree Choice Principle People perform better and are more People perform better and are more

committed when they have freedom to committed when they have freedom to choose how and what they contributechoose how and what they contribute

The ProcessThe Process

Appreciative Inquiry uses a four step Appreciative Inquiry uses a four step process. process.

Appreciative Inquiry “4-D”

DiscoveryDiscovery““What gives life?”What gives life?”

(The best of what is)(The best of what is)

AppreciatingAppreciating

DiscoveryDiscovery““What gives life?”What gives life?”

(The best of what is)(The best of what is)

AppreciatingAppreciating

DreamDream““What might be?”What might be?”(What is the world(What is the world

calling for)calling for)Envisioning ResultsEnvisioning Results

DreamDream““What might be?”What might be?”(What is the world(What is the world

calling for)calling for)Envisioning ResultsEnvisioning Results

DesignDesign““What should be—What should be—

the ideal?”the ideal?”

Co-constructingCo-constructing

DesignDesign““What should be—What should be—

the ideal?”the ideal?”

Co-constructingCo-constructing

DestinyDestiny““How to empower, learn,How to empower, learn,

and improvise?”and improvise?”

SustainingSustaining

DestinyDestiny““How to empower, learn,How to empower, learn,

and improvise?”and improvise?”

SustainingSustaining

AffirmativeTopic Choice

Positive ChangePositive Change

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