Why trust is vital to success with Knowledge Management
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- The necessity of trust - The impact of trust - Evaluating trust - Interpersonal and impersonal trust - 5 key dimensions of trust - Assessing and acting on trust evaluations
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Why trust is vital to success with Knowledge Management
- 1. Why trust is vital to success with Knowledge Management Stephen Bounds Director and PrincipalConsultant Trust me!
- 2. Overview • The necessity of trust • The impact of trust • Evaluating trust • Interpersonal and impersonal trust • 5 key dimensions of trust • Assessing and acting on trust evaluations
- 3. What does it mean to “know” something?
- 4. AKI Model Information mediates our experiences Actions alter our environment Knowledge drives decisions & actions Concept credit: DavidWilliams
- 6. Every moment of every day, we rely upon the experiences of others, both past and present
- 7. Why?
- 8. What does it mean to have trust?
- 9. Trust is … A psychological state [to accept] vulnerability based upon positive expectations of the intentions or behaviour of another. - MikaVanhala
- 10. AKI Model Information mediates our experiences Actions alter our environment Knowledge drives decisions & actions Concept credit: DavidWilliams
- 15. Trust is not an either/or but a graded scale
- 16. AKI Model Pushed information Pulled information Confident action Cautious action Accepted knowledge Contingent knowledge Concept credit: DavidWilliams
- 17. Organisational knowledge is how ‘right’ decisions and actions are determined
- 18. Lack of trust has a direct and significant impact on efficiency of knowledge use
- 19. Consequences •Won’t seek out information from colleagues •Won’t trust decisions made by others, ie lack of trust in their knowledge •More cautious when acting on knowledge
- 20. Exercise 1: Consider the organisation you work for • How much does your work group trust other groups in your organisation? • When would you hesitate or refuse to accept the decisions of others? • Do you find that others are reluctant to accept your knowledge about a process or situation? • Do you have a process for reconciling knowledge conflicts?
- 21. How do we decide who to trust?
- 23. Interpersonal trust • People performing in a way that meets others’ expectations • People signalling their intention to continue meeting those expectations • Lateral trust =Trust relations among peers or equals • Vertical trust =Trust relations between employees and their superiors
- 24. Dimensions of interpersonal trust • Competence trust A person will solve problems and deliver desired outcomes because of their skills, abilities, and characteristics • Benevolence trust A person has good intentions and will demonstrate concern for the welfare of others • Reliability trust A person will perform actions that match their words, in line with acceptable principles and values
- 25. Impersonal trust • A result of roles, systems and reputation • The individual employee’s expectation about the employer organization’s capability and fairness
- 26. Dimensions of impersonal trust • Leadership trust An organisation’s vision and strategy, as well as corporate processes, roles and practices will lead to good/fair outcomes • Structural trust An organisation’s roles, rules, structures, and relationships are operating properly, normally, and reliably
- 27. The assessments we make individually and collectively about trust are subjective
- 29. Exercise 2: Inter-group trust relationships • Identify two groups that regularly interact • These can be wholly within your organisation, a mix of internal/external, or completely separate • How would you rate the trust relationship between these groups for one chosen dimension? (Both ways – trust can and often is asymmetrical) • Discuss – repeat for other dimensions if you wish.
- 31. TrustRadar Benevolence Competence StructuralLeadership Reliability Interpersonal trust Impersonal trust Concept credit: MikaVanhala
- 32. Exercise 3: UsingTrustRadar • SeeTrustRadar handout for your questionnaire • Assess your own group, then another group from yours which you frequently interact with • Which trust scores were high? Which were low? • Any surprises?Why?
- 33. Discussion: Acting on trust • How can you act to address identified trust issues? • Are different strategies required for each dimension? • Comments about the usefulness of this approach?
- 34. Thank you!