How much complexity is the result of a collapse of trust and how confused and over wrought do things get because people don't trust each other?
We deliver facilitated approaches to sometimes complex situations and amongst the familiar themes the Collapse of Trust holds a significant position.
There's a continuum of emergent dysfunction shown below and I wouldn't want to comment about its relevance to our personal lives!
It does however occupy a significant and interesting space in the working environment.
We know and understand from our practice that work and productivity become blocked and stymied by the absence of trust, beginning at the lower left side of the continuum, with multiple stop-off points that are context specific. They are the often "invisible predictors" of failure through absence of harmony that end with a collapse of workable emotional capital at the upper-right end of the continuum.
We achieve very little on our own and reliable, performing teams are ones that help each other. Lego is a successful company and its CEO has communicated a simple message along the lines of
"You won't be blamed for failure, you will be blamed for failing to ask for help or to give help when it was needed"
Now, I don't know about you but it's unlikely that I'll ask people who I don't trust to help me-I wouldn't want to be vulnerable to their next actions. But, if I feel that way I have to accept that people who don't trust me are unlikely to ask me for help. This situation is lose/lose and stuck.When we are either helped or helpers we give an opportunity to re-frame trust and in so doing open a very different relationship with our colleagues.
We are introducing the concept of trust building in a transparent and open manner into much of our mediation and facilitation work. We are pragmatic and understand that sometimes
"Fixed enough has to be enough"
We remain clear in our belief that it remains difficult to reach and maintain the above point where there is no trust. So, wherever the end point, trust is an essential component of the energy and motivation that takes us there.
Here's a self check list-change it around a little and you can come up with an idea about how much/little you trust a colleague
- How much/often do my actions align with my words?
- Do I do what I say I will do? Am I reliable?
- Am I up to the task/job/role? Do my competences and interactions support my intentions and the expectations of others?
- Do I care? Do I have the interests of others in mind as well as my own and how do they know?
Feel free to get in get in touch to explore how we might help you develop higher levels of trust in your workplace and free-up some powerful co-operation!
You can contact us on firstname.lastname@example.org.