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Nurturing Trust - Leveraging Knowledge
 

Nurturing Trust - Leveraging Knowledge

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Walks through a simple model of trust and then describes the linkages between trust and knowledge processes and knowledge strategy. Originally presented November 2006.

Walks through a simple model of trust and then describes the linkages between trust and knowledge processes and knowledge strategy. Originally presented November 2006.

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    Nurturing Trust - Leveraging Knowledge Nurturing Trust - Leveraging Knowledge Presentation Transcript

    • Nurturing Trust – Leveraging Knowledge November 21, 2006 Peter West Senior Consultant Continuous Innovation [email_address] http://www.continuousinnovation.ca/
    • Two Definitions of Trust * :
      • A psychological state comprising the intention to accept vulnerability based upon positive expectations of the intentions or behavior of another.” (Rousseau, 1998)
      • “ The optimistic acceptance of a vulnerable situation in which the truster believes the trustee will care for the truster’s interests.” (Hall, 2001)
      • VULNERABILITY = RISK + UNCERTAINTY
    • An Encounter: History T r u s t e e T r u s t o r {History} Adapted from : Riegelsberger et al (2005) with additions from other sources
    • An Encounter: Channel T r u s t e e T r u s t o r (Channel) (Time) (Space) {History} (Formal) (Informal)
    • An Encounter: Signals / Warrants (1) Prior Signals T r u s t e e T r u s t o r (Channel) (Time) (Space) {History} (Formal) (Informal) Trust Warrants Trust Warrants
    • An Encounter: Signals / Warrants (2) Prior Signals T r u s t e e T r u s t o r (Channel) (Time) (Space) {History} (Formal) (Informal) Trust Warrants Trust Warrants
    • An Encounter: Expectations (1) Prior Signals T r u s t e e T r u s t o r (Channel) (Time) (Space) {History} (Formal) (Informal) Trust Warrants Expectations Trust Warrants
    • An Encounter: Expectations (2) Prior Signals T r u s t e e T r u s t o r (Channel) (Time) (Space) {History} (Formal) (Informal) Trust Warrants Expectations Trust Warrants
    • An Encounter: Threshold/Action (1) Trusting Action Prior Signals T r u s t e e T r u s t o r Withdrawal (Channel) (Time) (Space) {History} (Formal) (Informal) Trust Warrants Expectations Trust Warrants Trust Threshold
    • An Encounter: Threshold/Action (2) Trusting Action Prior Signals T r u s t e e T r u s t o r Withdrawal (Channel) (Time) (Space) {History} (Formal) (Informal) Trust Warrants Expectations Trust Warrants Trust Threshold TRUST THRESHOLD: * Setting a limit on the amount of risk that is acceptable (with consideration of the benefits) TRUST ACTION: * Making the request (WITHDRAWAL) * Deciding against further interaction on this occasion
    • An Encounter: Threshold/Fulfillment (1) Trusting Action Prior Signals T r u s t e e T r u s t o r Fulfillment Withdrawal Non-fulfillment (Channel) (Time) (Space) {History} (Formal) (Informal) Trust Warrants Expectations Trust Warrants Trust Threshold Trust Threshold Expectations Trust Responsiveness
    • An Encounter: Threshold/Fulfillment (2) Trusting Action Prior Signals T r u s t e e T r u s t o r Fulfillment Withdrawal Non-fulfillment (Channel) (Time) (Space) (Formal) (Informal) Trust Warrants Expectations Trust Warrants Trust Threshold TRUST THRESHOLD: * Setting the level of benefits that should accrue (with consideration of the risks) EXPECTATIONS: * Focused on whether their knowledge will be understood; how it will be used; how it will be acknowledged, protected, etc. FULFILLMENT: * Responding to the request (NON-FULFILLMENT) * Declining to respond (on this occasion) (Beware of over-committing and under-delivering) Trust Threshold Expectations Trust Responsiveness
    • An Encounter: Reciprocity (1) Trusting Action Prior Signals T r u s t e e T r u s t o r Fulfillment Withdrawal Non-fulfillment (Channel) (Time) (Space) {History} (Formal) (Informal) Trust Warrants Expectations Trust Warrants Reciprocity Trust Threshold Trust Threshold Expectations Trust Responsiveness
    • An Encounter: Reciprocity (2) Trusting Action Prior Signals T r u s t e e T r u s t o r Fulfillment Withdrawal Non-fulfillment (Channel) (Time) (Space) {History} (Formal) (Informal) Trust Warrants Expectations Trust Warrants Reciprocity Trust Threshold
    • Trust and Knowledge Processes (1a) * :
      • Competence-based Trust : Particularly important for transferring tacit or complex knowledge (especially when ties are weak)
      • Benevolence-based Trust : Facilitates the transfer of explicit knowledge (and tacit when ties are strong)
      • Six Related Strategies (for the knowledge source - trustee) :
        • Openly reveal the boundaries of your knowledge (vulnerability)
        • Explore people beyond their work roles (personal interests)
        • Early on, share something of value (trustworthiness of recipient) [e.g., tacit knowledge, contacts from personal network]
        • Be receptive to exploring and refining details of request (safety)
        • Act in a fair and transparent manner (process)
        • Demand accountability for trust (values, practices, recognition)
      * Adapted from : Abrams, Cross, Lesser and Levine (2002)
    • Trust and Knowledge Processes (1b) * :
      • Social Capital :
        • Shared vision
        • Shared language and meaning
        • Clear and effective communication
        • Discretion (privacy and confidentiality)
        • Bonding (inside the organization)
        • Bridging (outside the organization)
        • Operationally:
          • Trust-based (vs. power-based)
          • Collaborative (vs. hierarchical)
          • Encounter-friendly (vs. boundaries)
          • Pay-for-performance (vs. position)
      * Adapted from : Abrams, Cross, Lesser and Levine (2002); Huotari and Iivonen (2004)
    • Trust and Knowledge Processes (2) * : * Adapted from : Ford, Diane - Trust and Knowledge Management: The Seeds of Success / In: Handbook of Knowledge Management (2003)
    • Trust and KM Strategy * :
      • Strategies:
        • Codification-dominant: Object-focused – Intranets, repositories, etc.
        • Personalization-dominant: People-focused – Communities of practice, networks, storytelling, etc.
        • Balanced: Combination of codification and personalization
      • Codification -dominant strategies: Organizations exhibit l ow levels of trust
      • Personalization- dominant ( Balanced ) strategies: Organizations exhibit high levels of trust
      • Success of KM initiatives:
        • Greater in high trust organizations
        • Greater with personalization strategies
      * Adapted from : Ribiere et al (2005, 2006 – in press)