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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

TRUST

COS 4860

Bruce K. Barnard

trust1
Trust
  • How do you know when you can trust someone?
what is trust
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
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
Facilitator and Client
  • Listen and understand
  • Focus on the client’s needs
  • Maintain ethics and values
  • Develop and maintain ground rules
facilitator and group
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
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
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
Managing Trust
  • BOUNDARIES!
managing trust1
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
Building Trust
  • Adventure training courses
  • Classroom-based experiential activities
ap pre ci ate verb
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
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 (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
deficit theories1
Deficit Theories
  • An organization is a problem to be solved.
appreciative inquiry
Appreciative Inquiry
  • Appreciate & value the best of What Is
  • Envision: What Might Be
  • Dialogue: What Should Be
  • Innovate: What Will Be
appreciative inquiry1
Appreciative Inquiry
  • An organization is a mystery to be discovered.
origins of appreciative inquiry
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

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
the vital core1
The Vital Core
  • An organization alive!
8 principles of appreciative inquiry
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 inquiry1
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 inquiry2
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
The Process
  • Appreciative Inquiry uses a four step process.
slide25

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”

positive change
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.