Professor Mike Hardy Centre for Trust, Peace and Social Relations at Coventry University Discussion : Trust as a fundamental concept of Leadership, social relations and peacebuilding Shangri-La Hotel Ulaan Baatar December 03, 2015

1.Why is trust important? Our work in Centre for Trust, Peace and Social Relations Trust matters 2. Trust in people, distrusting institutions 3.Working on matters of trust Trust for economic growth and development through future leaders Combining academic research with practical actions Trust for leadership, social relations and peacebuildng

1.Why is trust important? Our work in Centre for Trust, Peace and Social Relations Trust matters 2. Trust in people, distrusting institutions 3.Working on matters of trust Trust for economic growth and development through future leaders Combining academic research with practical actions Trust for leadership, social relations and peacebuildng

Three key points: Social trust is a deep-seated indicator of the health of societies and for economies Historians and commentators are fixated on power and conflict –we need to say more about trust and social solidarity Doing so will better help our understanding of distrust and social disharmony

Innovative, participative and impact focused Integrated peacebuilding Trust between people and with organisations Living side-by- side Origins and destinations: examining conflict

Migration, displacement and belonging Communities and change Faith and peaceful relations Armed violence and illicit activity Non-violent conflict transformation Trust and workplace relations Research Groups

Willingness of one person to be vulnerable to another party What is trust?

A psychological state comprising the intention to accept vulnerability based upon positive expectations of the intentions or behaviour of another (Rousseau, et al., 1998: 395) What is trust?

Universalistic Perspective Vs. Contingency Perspective Trust Disposition Trust as a Decision Trust as An Action Trust as a Belief Institutional Perspective Vs. Interactional Perspective Conceptualization of trust Nienaber et al. (2015) Journal of Managerial Psychology

Perceptions: how do we feel?

How we approach conflict

1.Why is trust important? Our work in Centre for Trust, Peace and Social Relations Trust matters 2. Trust in people, distrusting institutions 3.Working on matters o ftrust Trust for economic growth and development through future leaders Combining academic research with practical actions Trust for leadership, social relations and peacebuildng

Trust in people vs. trust in institutions trust has the power to create the perception of order, predictability, psychological safety but different kinds of trust: trust in people vs. trust in institutions (or "system trust") (Luhmann, 1979; Giddens, 1990) frequent pattern in former Soviet states: trust only those you know (friends & family), distrust all institutions (see Sztompka, 1999) (while people feel the need to trust, one type of trust can substitute for the other)

What are the dangers? Sometimes people look for other institutions to trust new objects of trust can be positive "moral" institutions (e.g. churches and religious institutions; Borowik, 2002) danger: loss of perceived "order" can lead to other, more problematic objects of trust (see Gambetta, 1988: trust in the mafia!) danger: economic growth can intensify rather than solve this problem (when there is a feeling: more opportunities, but not for me) this problem is not easily solved by economic "gifts" – trust in this context seems to rely on opportunities for active participation

What happens in the transition? not all trust is positive "social capital"! lack of trust in institutions – and personal trust between dissidents – is often seen as one cause of transition from communism to democracy (Morgner, 2013) lack of trust continues after transition (Sztompka, 1996; Mishler & Rose, 1997) challenge: to change this pattern in transition to democracy (even though deeply engrained!) – create trust in new democratic institutions

Trust in people  trust in institutions Can we transform trust between people into trust in institutions? Little research to date, but some emerging paths: Promotion of social norms and of dialogue (Kroeger, in press a; Cook et al. 2009) "Facework" by important representatives (Kroeger, in press b; Giddens, 1990)

Further reading Borowik, I. (2002). The Roman Catholic Church in the process of democratic transformation: The case of Poland. Social Compass 49: 239–252. Cook, K. S., Levi, M., & Hardin, R. (eds.) (2009). Whom can we trust? How groups, networks, and institutions make trust possible. New York: Russell Sage. Gambetta, D. (1988). Mafia: the price of distrust. In Trust: Making and breaking cooperative relations. OXford: Blackwell, Giddens, A. (1990). The Consequences of Modernity. Cambridge: Polity. Kroeger, F. (forthcoming a). The development, escalation and collapse of system trust. European Management Journal. Kroeger, F. (forthcoming b). "Facework" and the creation of organisational and system trust. Cambridge Journal of Economics. Luhmann, N. (1979). Trust and Power. Chichester: Wiley. Mishler, W., & Rose, R. (1997). Trust, distrust and scepticism: Popular evaluations of civil and political institutions in post-communist societies. Journal of Politics 59: 418–451. Morgner, C. (2013). Trust and Confidence: History, Theory and Socio-Political Implications Human Studies 36: 509–532. Sztompka, P. (1996). Trust in emerging democracy. Lessons from Poland. International Sociology Journal 11:, 37–63. Sztompka, P. (1999). Trust: A Sociological Theory. Cambridge: Cambridge University Press.

1.Why is trust important? Our work in Centre for Trust, Peace and Social Relations Trust matters 2. Trust in people, distrusting institutions 3.Working on matters of trust Trust for economic growth and development through future leaders Combining academic research with practical actions Trust for leadership, social relations and peacebuildng

World leading research that is relevant and contemporary, distinctive and problem-centred What are we thinking about today? 1.Changing demographics and the velocity of change 2.Place of religion in secular states 3.Rising economic inequality 4.Development of media, technology and connection 5.Challenges to leadership and governance structures

World leading research that is relevant and contemporary, distinctive and problem-centred Creative thinking Migration Diversity Integration Social cohesion Conflict Peace Security

World leading research that is relevant and contemporary, distinctive and problem-centred Creative thinking Migration Diversity Integration Social cohesion Conflict Peace Security Movement Mixture Coexistence Accepted social norms Sustainable development Vulnerability resilience

World leading research that is relevant and contemporary, distinctive and problem-centred Creative thinking Movement Mixture Coexistence Accepted social norms Sustainable development Vulnerability Resilience Global Compas s resilience Continuous change vulnerability Disruptive change

A working model Relationships for security and prosperity More clarity and certainty Change, less predictability including perceptions

A working model Relationships for security and prosperity Resilience and preparedness Vulnerabilities and exposure

A working model Relationships for security Resilience and preparedness More clarity and certainty Vulnerabilities and exposure Change, less predictability including perceptions

Questions – we have to ask Q4: how to plan, develop and mobilise capacities to respond to threats/risks in an effective, efficient and sustainable way Q3: how can we facilitate the use and development of capabilities by utilising innovation and new developments Q1: how to understand effects of threats ….in relation to their vulnerabilities Q2: how can we reduce vulnerabilities by using opportunities and capacities, technological or otherwise?

AbilityBenevolenceIntegrityPredictability Measurement of trust

16 Key Attributes to Building Trust INTEGRITY Has ethical business practices Takes responsible actions to address an issue or crisis Has transparent and open business practices ENGAGEMENT Listens to people’s needs and feedback Treats employees well Places customers ahead of profits Communicates frequently and honestly on the state of its business PRODUCTS & SERVICES Offers high-quality products or services Is an innovator of new products, services or ideas PURPOSE Works to protect and improve the environment Addresses society’s needs in its everyday business Creates programs that positively impact the local community Partners with NGOs, government and 3 rd parties to address societal needs OPERATIONS Has highly-regarded and widely-admired top leadership Ranks on a global list of top companies Delivers consistent financial returns to investors

Professor Mike Hardy Centre for Trust, Peace and Social Relations at Coventry University Discussion : Trust as a fundamental concept of Leadership, social relations and peacebuilding Thank you