Building trust, shaping the future

The – real – Trust deficit is partly caused by the management conditions in organizations and partly by changes in society: individualization, our relationship with time and authority, etc. (see TMI’s 11 Winds of Trust).

Experience has shown us that the most effective way of building (or reinforcing) Trust is to ‘put our trust in Trust’. What this means operationally is tasking managers to measure the level of Trust and then propose concrete actions to senior management where necessary. This is what we call transformation without consultants.

The success of this kind of approach is down to two concurrent effects :

  • The journey, in other words a period of reflection to consider the issue of Trust by taking the (rarely used) opportunity to have a meaningful conversation with one’s colleagues on the subject.
  • Participation in proposals that are reported back ‘unfiltered’ to the company’s management

The reason Trust is such a hot topic today, certainly more than it was ten or twenty years ago, is because phenomena of profound sociological change, reinforced by far-reaching technological change, have been occurring. The experience of work in the 2010s is very different to what it was in previous decades. To understand these changes, Stratorg, with the support of its customers, founded the Trust Management Institute.

If people are at the centre of a Trust-based approach, and that is self-evident, then we must understand the profound changes to which people are subject.

It is important to be aware that the solution involves shedding more light on those areas that are all too often left in the dark. With this clearer vision, people are capable of using their capacity for action to the full, without needing a whole raft of instructions