Realizing the potential of trust management


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Invited Talk. Trust Management Symposium: Industry meets Academia, Hasso Plattner Institut, Berlin, Germany. March 2012.

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  • A hype cycle in Gartner's interpretation comprises five phases:"Technology Trigger" — The first phase of a hype cycle is the "technology trigger" or breakthrough, product launch or other event that generates significant press and interest."Peak of Inflated Expectations" — In the next phase, a frenzy of publicity typically generates over-enthusiasm and unrealistic expectations. There may be some successful applications of a technology, but there are typically more failures."Trough of Disillusionment" — Technologies enter the "trough of disillusionment" because they fail to meet expectations and quickly become unfashionable. Consequently, the press usually abandons the topic and the technology."Slope of Enlightenment" — Although the press may have stopped covering the technology, some businesses continue through the "slope of enlightenment" and experiment to understand the benefits and practical application of the technology."Plateau of Productivity" — A technology reaches the "plateau of productivity" as the benefits of it become widely demonstrated and accepted. The technology becomes increasingly stable and evolves in second and third generations. The final height of the plateau varies according to whether the technology is broadly applicable or benefits only a niche market.
  • Realizing the potential of trust management

    1. 1. Realizing the Potentialof Trust Management Tyrone Grandison
    2. 2. Legal DisclaimerThe thoughts expressed here are solely my own and donot reflect the positions or viewpoints of any entity that I have an association with.
    3. 3. Brief IntroB.S. degree in Computer Studies (Computer Science andEconomics) from the University of the West Indies in 1997.M.S. degree in Software Engineering in 1998. Ph.D. degreein Computer Science from the Imperial College ofScience, Technology & Medicine in London.Joined IBM Almaden Research Center – California in 2003.Currently, Program Manager for Core Healthcare Servicesin the Global Healthcare Transformation team at theThomas J. Watson Research Center.
    4. 4. My Basic PremiseAs a general community, we needto do more to unlock the fullpotential of our work.Lots of great work on Business Legal Trust Models and Formalisms Reputation and recommendation Risk and Experience Reliability, Dependability, Compete Technical Societal nce and Honesty Identity Management Privacy and Security
    5. 5. So, what’s the concern?Impact Not scholarly publication Approximate Number of Published Trust Management Papers and Articles300025002000 15001000 # TM papers 500 0
    6. 6. So, what’s the concern?Impact Industry Penetration
    7. 7. Why is it so important now? The time is right Big Data Interest Trust Management Trust Google Trends. Sampled March 17, 2012
    8. 8. Additional ConcernTrust Management is potentially at a critical stage in theHype Cycle Gartner’s Hype Cycle is a graphic representation of the maturity, adoption and social application of specific technologies
    9. 9. How to have Industry Impact Impact the Corporation’s Products Infuse solutions in their bedrock Impact the Corporation Facilitate internal connections
    10. 10. Impacting ProductsWork with a partner, client, problem with ahuge footprint Startups, Enterprises, …Define solutions for the current and nextwave of technology Boot2Gecko, Mobile Apps, Big Data, “Smarter Planet”-esque solutions
    11. 11. TM Solution Characteristics Foundational Embedded Data-Level Invisible-ish Simple Scalable Context really matters
    12. 12. Impacting the Corporation Typical Corporate Competency Statement Company X builds “360 degrees of trust” across the full spectrum of our constituents – our organizations, clients, and communities. We do this by acting with integrity, assuming positive intent, holding ourselves accountable, trusting in the capabilities of others, and taking responsibility for remedying the situation if we see trust eroding.
    13. 13. Building Mutual TrustAvoid traps: Over-focusing on what went wrong over what went right. Assuming you are objective. Reflect on your assumptions and beliefs and try to determine your biases. This may require feedback from others. Thinking that the other person is solely responsible for earning your trust and thus taking no responsibility and making no efforts to remedy an existing lack of trust. Making premature judgments of others. Listen to what they say first. Evaluate it later. Positive thinking is not always rational thinking. Optimism must be supported by a realistic assessment.
    14. 14. Maintaining this Competency Analyze the level of trust in your relationship with others Communicate openly and honestly with colleagues Coach a colleague to build a trusting relationship
    15. 15. WantedA Trust Management System that: Is Integrity-based Assumes honest (and positive) intent Has accountability controls built-in Constructs for trusting the capabilities of others Mechanisms for ameliorating the relationship (on both sides) when trust erodes Makes trust evolution decisions solely based on experience Balances negative and positive experiences. Is aware, i.e. automatically analyzes relationship and accepts feedback (and also provides feedback to others)
    16. 16. ENGAGE