Discussion: View Thread

I have a rather rudimentary model of a "trust" culture
that I try to teach my students. It follows below, lets
see if it prompts any further discussion......

CONSISTENCY leads to TRUST which leads to
RISK-TAKING which leads to CREATIVITY which
leads to INNOVATION which leads to SUCCESS and
ultimate SURVIVAL.

Now, as you can imagine, in this model the notion of
consistency is crucial. It is not intended to suggest
unchanging, but rather an understanding of what is to
be expected by all of each other in working together.

Well, there's a lot more to it, obviously, but
sometimes a few words can prime the pump, so to
speak.

Thanks, Chris

CHRISTOPHER PRATT, ED.D., DIRECTOR
CAREER SERVICES AND
ATLANTIC COOPERATIVE EDUCATION
TRAINING CENTER
SETON HALL UNIVERSITY
SOUTH ORANGE, NJ, USA 07079-2689
201-761-9355, FAX: 201-761-9009
(Area Code will change to 973 as of June, 1997)
PRATTCH@LANMAIL.SHU.EDU
CHRISPRATT@worldnet.att.net
http://www.shu.edu/life/career/

>I have a rather rudimentary model of a "trust" culture
>that I try to teach my students. It follows below, lets
>see if it prompts any further discussion......
>
>CONSISTENCY leads to TRUST which leads to
>RISK-TAKING which leads to CREATIVITY which
>leads to INNOVATION which leads to SUCCESS and
>ultimate SURVIVAL.

Reminds me of a Kepner & Tregoe study I just reviewed that reports that over
70 percent of workers and managers observe that management priorities change
frequently in their work environment. No consistency.

Regards,

R. Dante Vilardi
Managing Editor, Innovation Line

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One of my colleagues, Greg Huszczo, who has a new
book out on teams, talks about trust in terms of
"doing what you said you would do." I think this
is consistent with consistency.
- DRE

I am having problems with the "Trust Model" for just the reason cited:
In a time of "white water" what does consistency mean?

I further offer that trust means different things to different people in
different situations. For example, I often have to work as part of a
team in management consulting, I trust that my colleagues will do their
share and part of the work without me or any other task leader
micro-managing. I trust that my colleagues are competent and that they
will do what has to be done to serve our client.

Fortunately, I believe in the people I work with and for. Are there
interpersonal differences? Sure, but the job always gets done, AND DONE
WELL.

>----------
>From: Innovation Line[SMTP:dante@INNOVATIONLINE.COM]
>Sent: Thursday, March 20, 1997 9:47 AM
>To: MG-ED-DV@MAELSTROM.STJOHNS.EDU
>Subject: Re: Trust -Reply
>
>>I have a rather rudimentary model of a "trust" culture
>>that I try to teach my students. It follows below, lets
>>see if it prompts any further discussion......
>>
>>CONSISTENCY leads to TRUST which leads to
>>RISK-TAKING which leads to CREATIVITY which
>>leads to INNOVATION which leads to SUCCESS and
>>ultimate SURVIVAL.
>
>Reminds me of a Kepner & Tregoe study I just reviewed that reports that over
>70 percent of workers and managers observe that management priorities change
>frequently in their work environment. No consistency.
>
>Regards,
>
>R. Dante Vilardi
>Managing Editor, Innovation Line
>
>======= INNOVATION LINE =================
> news - trends - forecasts - for managers who lead.
> http://www.innovationline.com Subs. $72 per year.
> Advance issue FREE: today@mailback.com
> 94 Northwoods Blvd., Columbus, OH 43235 USA
> (ph) 614/847-8217 (fx) 614/436-0809
>======= a daily email newsletter ===============
>

Yes, I agree.

If "punching you in the nose every time I see you" is consistent, then trust
must occur. Right?

Sorry that I disagree.

Cheers,

Duane

Duane C. Tway, Ph.D., "The Trust Doctor"
Consultants for Organization Response and Effectiveness (C.O.R.E.)
7022 E. Hacienda Reposo
Tucson, AZ 85715-4919
Ph 520 721-6642
Fx 520 721-1398
DuaneTway@aol.com

Faculty Advisor, Walden University
dtway@waldenu.edu

"Oh, I have slipped the surly bonds of earth,
And danced the skies on laughter-silvered wings..."

John Gillespie Magee, Jr.

CORE: Practicing Fighter Pilot OD -- achieving high-flying, winning
solutions.

Duane per chance are you saying that "consistency" of behaviour has no value
as it relates to the development and enhancement of trust?

Your example is an excellent one from two perspectives:
1- A fully functioning human being wouldn't view "punching in the nose every
time I see you" as behaviour "consistent" with his/her norms.....hence no
trust will be built with the "puncher"
2- The puncher however will build a "trusting" relationship with other
societally challenged human beings who value the consistency of being
punched in the nose everytime.

Besides the model was presented as a simple to use (understand) model, it
wasn't intended to describe or define all the the dimensions or
complexities, and, I believe that "consistency" is a very important aspect
of trust.

At 03:16 PM 3/21/97 -0500, you wrote:
>Yes, I agree.
>
>If "punching you in the nose every time I see you" is consistent, then trust
>must occur. Right?
>
>Sorry that I disagree.
>
>Cheers,
>
>Duane
>
>Duane C. Tway, Ph.D., "The Trust Doctor"
>Consultants for Organization Response and Effectiveness (C.O.R.E.)
>7022 E. Hacienda Reposo
>Tucson, AZ 85715-4919
>Ph 520 721-6642
>Fx 520 721-1398
>DuaneTway@aol.com
>
>Faculty Advisor, Walden University
>dtway@waldenu.edu
>
>"Oh, I have slipped the surly bonds of earth,
>And danced the skies on laughter-silvered wings..."
>
> John Gillespie Magee, Jr.
>
>CORE: Practicing Fighter Pilot OD -- achieving high-flying, winning
>solutions.
>
Sid Ridgley
Simul Corporation
23 Fry Court, Markham, Ontario, Canada L3P 4G9
e-mail: sridgley@simulcorp.com
web-site: http://www.simulcorp.com
Tel: 905-294-4607 Fax: 905-294-0344

Sid,

Sorry for being a bit tongue in cheek. Didn't mean to sound like a put down.
My research found that consistency was a wash. If people were consistently
viewed as both competent and having mutually serving intentions, then there
was trust. If they were inconsistent about one or the other, then trust
became more problematic.

The point that I think important to grasp is that consistency by itself (as
demonstrated by your own use of "consitent with his or her norms" as a
qualifier. That looks a lot like perception of intentions to me.

I may be remiss in that someone else took me to task for not telling them
that I have spent literally years researching a usable construct of trust and
won the Arthur Anderson Worldwide Consulting sponsored ISPI Outstanding
Student Research Award for my dissertation, "A Construct of Trust" where I
propose a construct that can actually be used to improve trust in
organizations. I have, in fact, service marked an intervention called
Trustbuilding(sm) to do just that.

Cheers,

Duane

Duane C. Tway, Ph.D., "The Trust Doctor"
Consultants for Organization Response and Effectiveness (C.O.R.E.)
7022 E. Hacienda Reposo
Tucson, AZ 85715-4919
Ph 520 721-6642
Fx 520 721-1398
DuaneTway@aol.com

Faculty Advisor, Walden University
dtway@waldenu.edu

"Oh, I have slipped the surly bonds of earth,
And danced the skies on laughter-silvered wings..."

John Gillespie Magee, Jr.

CORE: Practicing Fighter Pilot OD -- achieving high-flying, winning
solutions.