1. TRUST COS 4860 Bruce K. Barnard

2. Trust How do you know when you can trust someone? How do you know when you can trust someone?

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

4. Why is it Important? Trust predicts action and commitment Trust predicts action and commitment Facilitation is about building productive relationships – trust is essential Facilitation is about building productive relationships – trust is essential Trust will determine Trust will determine Level of participation Level of participation Commitment to outcomes Commitment to outcomes The results The results

5. Facilitator and Client Listen and understand Listen and understand Focus on the client’s needs Focus on the client’s needs Maintain ethics and values Maintain ethics and values Develop and maintain ground rules Develop and maintain ground rules

6. Facilitator and Group Design processes that are aligned to the group’s needs and values. Design processes that are aligned to the group’s needs and values. Be flexible, open, and willing to adapt. Be flexible, open, and willing to adapt. Adapt style to the stage of development. Adapt style to the stage of development. Confidentiality Confidentiality

7. Within and Between Groups Trust is essential to … Trust is essential to … Breaking down organizational silos Breaking down organizational silos Enhance performance Enhance performance Focus the effort on improving the organization Focus the effort on improving the organization Managing conflict Managing conflict Planning and implementation Planning and implementation

8. Organization Perspective Measures of trust Measures of trust Employee empowerment Employee empowerment Open communication Open communication Honesty Honesty Commitment to core values Commitment to core values Is there a decision-making infrastructure that supports participation. Is there a decision-making infrastructure that supports participation.

9. Managing Trust BOUNDARIES! BOUNDARIES!

10. 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. 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.

11. Building Trust Adventure training courses Adventure training courses Classroom-based experiential activities Classroom-based experiential activities

12. 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 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 to increase in value, e.g. the economy has appreciated in value Synonyms: valuing, prizing, esteeming and honoring Synonyms: valuing, prizing, esteeming and honoring

13. In-quire’ (verb) the act of exploration and discovery the act of exploration and discovery to ask questions; to be open to seeing new potentials and possibilities to ask questions; to be open to seeing new potentials and possibilities Synonyms: discovery, search, systematic exploration and study Synonyms: discovery, search, systematic exploration and study

14. Deficit Theories Identify the problem (or performance gap) Identify the problem (or performance gap) Conduct a root cause analysis Conduct a root cause analysis Identify and analyze solutions Identify and analyze solutions Conduct cost analysis Conduct cost analysis Action plan Action plan Vocabulary Problem Performance gap Deficiencies Failures Substandard

15. Deficit Theories An organization is a problem to be solved. An organization is a problem to be solved.

16. Appreciative Inquiry Appreciate & value the best of What Is Appreciate & value the best of What Is Envision: What Might Be Envision: What Might Be Dialogue: What Should Be Dialogue: What Should Be Innovate: What Will Be Innovate: What Will Be

17. Appreciative Inquiry An organization is a mystery to be discovered. An organization is a mystery to be discovered.

18. Origins of Appreciative Inquiry Kurt Lewin, 1948 action research Kurt Lewin, 1948 action research David Cooperrider & Suresh Srivastva in 1987 -- with colleagues from Case Western University & Taos Institute David Cooperrider & Suresh Srivastva in 1987 -- with colleagues from Case Western University & Taos Institute

19. The Vital Core Achievements Achievements Strategic opportunities Strategic opportunities Product strengths Product strengths Technical assets Technical assets Innovations Innovations Elevated thoughts Elevated thoughts Best business practices Best business practices Positive emotions Positive emotions Financial assets Financial assets Organization wisdom Core competencies Visions of possibility Vital traditions, values Positive macrotrends Social capital Embedded knowledge Business ecosystem

20. The Vital Core An organization alive! An organization alive!

21. 8 Principles of Appreciative Inquiry Constructionist Principle Constructionist Principle Words create worlds Words create worlds Simultaneity Principle Simultaneity Principle Inquiry creates change Inquiry creates change Poetic Principle Poetic Principle We can choose what we study We can choose what we study

22. 8 Principles of Appreciative Inquiry Anticipatory Principle Anticipatory Principle Image inspires action Image inspires action Positive Principle Positive Principle Positive questions lead to positive change Positive questions lead to positive change Wholeness Principle Wholeness Principle Wholeness brings out the best Wholeness brings out the best

23. 8 Principles of Appreciative Inquiry Enactment Principle Enactment Principle Acting as if is self fulfilling Acting as if is self fulfilling Free Choice Principle Free Choice Principle People perform better and are more committed when they have freedom to choose how and what they contribute People perform better and are more committed when they have freedom to choose how and what they contribute

24. The Process Appreciative Inquiry uses a four step process. Appreciative Inquiry uses a four step process.

25. Appreciative Inquiry “4-D” Discovery “What gives life?” (The best of what is) AppreciatingDiscovery “What gives life?” (The best of what is) Appreciating Dream “What might be?” (What is the world calling for) Envisioning Results Dream “What might be?” (What is the world calling for) Envisioning Results Design “What should be— the ideal?” Co-constructingDesign Co-constructing Destiny “How to empower, learn, and improvise?” SustainingDestiny “How to empower, learn, and improvise?” Sustaining Affirmative Topic Choice

26. 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.