trusting: conveying to another that we believe they are dependable* *energize your workplace:...

TRUSTING: Conveying to another that we believe they are

dependable*

*ENERGIZE YOUR WORKPLACE:Building High-Quality Connections at Work

Stephen M. Ross School of Business

University of Michigan

Copyright (c) 2009 The Regents of the University of Michigan Jane Dutton. 2003. Energize Your Workplace. San Francisco: Jossey-Bass.Copyright (c) 2009 The Regents of the University of Michigan Jane Dutton. 2003. Energize Your Workplace. San Francisco: Jossey-Bass.

Background & Outline

This presentation is cosponsored by the Center for Positive Organizational Scholarship (CPOS) at the Ross School of Business and Voices of the Staff (VOICES) – a volunteer-based initiative launched in 2005 to give staff, at all University campuses and the Health System, a stronger voice for developing and sharing ideas about the campus community topics that matter most to staff. Professor Dutton is an advisor for VOICES and co-director of CPOS.

• High-Quality Connections• What Is Trusting?• ROCC of Trust• Reflections & Scenarios• Challenges & Strategies


What Are High-Quality Connections (HQCs)?

HQCs are ties between people marked by mutual regard, trust, and respectful engagement.


What Can HQCs Do for You, Your Department, and U-M?

• Provide strategic outcomes• Higher capacity to cooperate• Increase our capacity to do more and do it

better• Coordinate better as an organization

We Are the MichiganWe Are the MichiganDifference!Difference!


The Bottom Line for HQCs

Individual Impacts– Broadens thinking– Reduces negative

emotional arousal – Heightens capacity to learn– Builds resilience– Enhances self-image– Increases cooperation– Improves physiological and

psychological health

Organizational Impacts– Enhances cooperation– Facilitates coordination– Strengthens attachment– Improves quality of service– Increases adaptability


Four Pathways to Building HQCs


What Is Trusting?• Trusting: Conveying to

another person that we believe they will meet our expectations and they are dependable

• “A willingness to ascribe good intentions to and have confidence in words and actions of other people”


“Few things help an individual more than to place responsibility upon him, and to let him know that you trust him.” Booker T. Washington

Trusting Tactics for Building HQCs

• Do– Share resources– Grant access– Seek input– Let others exercise

influence– Inclusive language– Be vulnerable/being

open– Develop joint goals

• Don’t– Monitor and control

excessively– Ignore input– Accuse of bad intent– Act in a demeaning

way– Act inconsistently


What Are Important Trust Principles?

In their book Trust Is Everything, Aneil and Karen Mishra define the ROCC of trust:

Reliable, Open, Competent, and Compassionate

• Reliability – doing what you say you’re going to do (easiest place to start)

• Open – not lying to another person (being honest is another easy entry point)

• Competence – a person’s ability or skill level to perform a certain task (setting clear expectations)

• Compassion – requires empathy (passion about someone’s needs and concerns)


Reflection Think of someone you trust highly and

someone else that you distrust. Jot down some notes about the differences in these two people using the ROCC principles. Of the trust principles, which ones have you used successfully most often and which have you found most challenging? Please give specific examples of each.


Three Pillars of Leadership that Foster Trust-Building (Mishra and

Mishra, 2008).• Courage, and its component self-confidence,

enhances willingness to be vulnerable to others (i.e., to trust).

• Authenticity permits others to be vulnerable to the leader because it reduces uncertainty.

• Leader’s humility encourages their followers and the leader to be vulnerable to one another.

SCENARIO


ROCC Star Behaviors That Build Trust

In their book, Trust Is Everything, Aneil and Karen Mishra define the ROCC of trust: Reliable, Open, Competent, and Compassionate. Below are a few suggestions to help build trust.

• Keep the Door Open • Listen Deeply • Put Yourself in Their Place • Humbly Ask for Help • Be Clear & Consistent • Be Persistent • Help People Hope • Be Courageous & Outrageous • Think “Thank You”


Challenges Strategies

Bad history Communicate experience of trust failure and willingness to let colleague earn back trust if possible

Fear of giving away control Start small, low risk, notice the yield of the experiment, seek feedback

Misestimating colleague’s trust

Seek feedback on your trusting behavior and how to improve your signals

Difficulty trusting colleagues Be aware of your secure, avoidant, anxious ambivalent styles; explore your history of trusting, enabling, or disabling; reveal your trust assumptions

Reflection Copyright (c) 2009 The Regents of the University of Michigan Jane Dutton. 2003. Energize Your Workplace. San Francisco: Jossey-Bass.Copyright (c) 2009 The Regents of the University of Michigan Jane Dutton. 2003. Energize Your Workplace. San Francisco: Jossey-Bass.

Scenario

ACTION PLAN –Write a small-step action plan that you can implement in the next week or one gesture of trust that you are going to make.

HOMEWORK ASSIGNMENT TO FOLLOW: Building a Trust Bank

Step 1. Assess Your Trusting Investments in Others

Step 2. Assess Others’ Trusting Investments in You

“Trust men and they will be true to you; treat them greatly and they will show themselves great.” Ralph Waldo Emerson


Resources on Building High-Quality Connections

• W. Baker and J. Dutton. 2007. Positive Social Capital. In J. Dutton and B. Ragins, Exploring Positive Relationships at Work: Building a Theoretical and Research Foundation (Mahwah, NJ: Lawrence Erlbaum, Inc.).

• R. Cross and A. Parker. 2004. The Hidden Power of Social Networks: Understanding How Work Really Gets Done in Organizations (Cambridge, MA: Harvard Business School Press).

• J. Dutton. 2003. Energize your Workplace: How to Build and Sustain High-Quality Connections at Work (San Francisco: Jossey-Bass).

• J. Dutton and E. Heaphy. 2003. “The Power of High Quality Connections.” In K. Cameron, J. Dutton, and R. Quinn (eds.), Positive Organizational Scholarship (San Francisco: Berrett-Koehler).

• B. Fredrickson and M. Losada. 2005. “Positive Affect and the Complex Dynamics of Human Flourishing.” American Psychologist 60, no. 7 (October): 678-686.

• Mishra, Aneil and Karen Mishra. 2008. Trust Is Everything. (Raleigh, NC: Lulu Press).


trusting: conveying to another that we believe they are dependable* *energize your workplace:...

Documents

hqcs copyright c

san francisco

people copyright c

university campuses

michigan difference

building hqcs

professor dutton

washington slide