TRUST = Credibility + Reliability + Intimacy
Self-orientation
T is trust —how much the parties trust each other
C is credibility—has the party been referred to buy a credible source? does he/she make sense? have they done something similar before? Have they got what it takes robe part of the team? Have they the knowledge, education, experience and credentials that you can trust ? Are you authentic ?
Example
you go see a doctor and he prescribes you a green pill with yellow dots and costs a fortune because it will make you feel better .... If he has a good reputation, the relevant qualifications and has been referred by someone you know like and trust - his credibility factor will be high - as a patient , the likelihood up you buying and taking that pill is good.
If you are in a foreign country, and you see a "doctor" on the pavement in a dark alley, dark glasses offering the same pill - you will think twice about taking it!!
The higher the credibility factor - the higher the trust factor
R is reliability—have you built a reputation of reliability? Are you consistent ? Are your words and actions aligned ?
Have you got a reputation of someone with a strong integrity? Are you someone who can follow through? Do you under promise and over deliver? Have you been part of an innovative team before? If you have failed many times- that's ok - have you learnt from that experience?
Example
If you have a golf partner that continually doesn't come on time for tee off and is unreliable - can you trust him to be there next week - or are you going to continually have angst whether he will be there next time - his reliability is low - his trust factor will be low .
I is intimacy—how secure or safe are you perceived by your team ? Are you honest? How well do you know them ? Can they trust you to tell you their inner most secrets, ideas , bfo's (blinding flashes of the obvious!) . The higher the intimacy - the higher the trust factor. You know the strengths and weaknesses of that person or team - and you know the value that they can bring! You have done it before with them!
S is Self in the denominator is Real interesting .
it’s about the selfishness factor
Are we focussed on what we get out of the relationship for ourselves , or what we can contribute for the benefit of the project or person?
What is the perception?
If we focus on the other person or project , paying attention to whatever it is that helps them succeed, this will build trust and be a strong base for a strong relationships based on trust.
High C and R and I builds trust:
High S destroys trust
Capability and Reliability are largely quantifiable - calculated from the head
Intimacy and self orientation is largely based on gut, instinct, chemistry and perception - calculated from the heart - "can I collaborate with you , work with and be frank with you or are you in it for yourself without regard for me.
Do I have a sense that the person cares about me"
Innovation thrives on teams working together and developing strong relationships with each other. They are not built on one off transactions - they are built on long term commitments for the benefit of each other and for those around them.
At the heart of this relationship is trust .
From David Nordfors
ReplyDeleteBut Trust - yes. Especially for ‘horizontally’ driven innovation economy. This is the reason, as I see it - perhaps you will agree:
In the innovation economy it’s ‘horizontal’ growth driven by multi-disciplinary multi-stakeholder interaction across silos. Different people come together to do new things that each one of the silos couldn’t do by itself.
The new common narrative is what they share. It makes it possible for them to talk to each other and work together. Since they are so different, it has to be simple language. They have to be able to understand it without being specialists. And the narrative has to be catchy,”want to know language” as journalists call it, because it’s not like people are forced to buy into new narratives.
A narrative describes how people and things relate. It will be successful if the right people choose to have a stake in it, in such a way that they build value together with other stakeholders in the narrative. They should all have an interest in improving it.
So when people ask “Is this me? Do I want to be a part of this?”, they need to trust the narrative. They need to trust that it describes how they relate. They don’t need to trust the other stakeholders in the narrative, necessarily. But they should trust the narrative, or they will feel uncertain about the whole story. A good example of such a narrative can be the description of a market opportunity.
cheers
/D