Situation, risk and reciprocity The consequences of inter-personal relationships in the establishment and development of teams are aspects that cannot be minimized especially when we realize the relationship between trust, ideation and innovation. Many teams have already tried the work as a project, mainly, with total dedication to the prerequisites, i.e. when these exist and […]
Situation, risk and reciprocity
The consequences of inter-personal relationships in the establishment and development of teams are aspects that cannot be minimized especially when we realize the relationship between trust, ideation and innovation.
Many teams have already tried the work as a project, mainly, with total dedication to the prerequisites, i.e. when these exist and are well established by the team. We talk about standards and procedures that must be followed to facilitate the achievement of objectives and satisfaction of what we believe to be the customers ‘ needs.
When teams in an organization are too absorbed in achieving efficiency on distributed tasks rarely exists room for creativity, mainly because almost never deadlines are met. Live working in constant postponements of submission shall be the normality and the most common phrase is “I don’t have time!”
This little nice scene we see in many organizations as they begin to grow in terms of structure is often linked to lack of confidence.
Those responsible for these small teams should know that when it searches for efficiency and facilitates the scheduling of a project it is put into question the effectiveness and the future. In other words the collaborators that usually fails and do not consider the failure as a learning opportunity, easily accommodating the new status quo and confidence in others appears to have no “raison d ‘ être”.
To trust in us and in others requires a success story where to fail is a step of evolution.
When we look at the nuances of a project we see that the project itself is innovation, even though this is incremental. Hence the question of inter-personal trust is of first importance, when we speak of the interaction of members of the team, in the process of innovation.
Focusing on people involved in the innovation project, (i.e. the members of the group and the leader), it deserves reflection the predictive capacity we have, on the impact of trust among group members, the trust of members in the group leader, and the trust of the leader in the group.
Trust is also a fundamental requirement in situations marked by risk.
If the success of the efforts of a team is subject to several uncertainties, as always happens with projects of innovation, trust in people and technologies applied effectively are important for the development of the project.
Establish trust in the company, with teams involved in innovative solutions, is essential and it is important to take into account four key factors:
“1. Risk: Trust by definition involves a certain amount of risk, i.e. the risk of being betrayed. People trusting someone else always are in a situation of vulnerability, which is specifically true for innovation projects, where for example large investments are at stake.
2. Reciprocity: If someone shows his/her trust to someone else, e.g. by being honest and open, this usually leads to acts of trust of the other one; trust builds up in a “tit-for-tat” way. It is thus important not only to be sensitive towards acts of trust when starting a cross-company innovation project, but also to carefully decide on how much trust to give.
3. Time: The establishment of trust, as already elaborated above, needs time for deciding on the trustworthiness of other actors involved. The quality of the trust basis in a project therefore usually rises (or declines) during the project’s process. Starting an innovation project is therefore especially difficult, as this always include some unfamiliar aspects (partners, technologies, etc.).
4. Situation: Someone’s level of trust always depends on the specific situation the trust is given (or not given) in. People might very well trust a friend in a private situation but not a business one.”- Liza Wohlfart …
And how trust works in the relationships of a team?
In principle, when a member trusts the other, this trust is reciprocal. It may happen that the leader trusts the team, but some team members cannot rely on the leader. This fact arises normally from past experiences that had not been successful. The ideation, development of ideas and its prototyping are only consistent in a climate of mutual trust.
“I never trust people’s assertions, I always judge of them by their actions.” -Ann Radcliffe
What do you think?
At any point of contact! I do not think that there is doubt that trust has a great importance in social interactions! Trust is a psychological state that is related with our intention to accept the vulnerability based on positive expectations about the intentions or behavior of another person. This assumes that there is a […]
At any point of contact!
I do not think that there is doubt that trust has a great importance in social interactions!
Trust is a psychological state that is related with our intention to accept the vulnerability based on positive expectations about the intentions or behavior of another person.
This assumes that there is a trust, a sense of competence from each other and our perception of the intentions of others and of his benevolence, that is, until the point I am confident that there is interest in my welfare or at least there is no interest in malaise.
These situations of confidence become relevant in business situations where trust is determinant in all interactions that represent the points of contact in the course of an idea until the final product or service.
But as our interests are interlinked with others, we also must recognize that there is an element of risk involved, often faced with situations that we cannot force others to cooperate or collaborate with us.
So what are the limits that I establish to the risk?
Normally, although this risk exists, we hope that everything goes well and we base it in the competence, integrity and consideration that we perceive in another person.
As much longer lasting is our relationship with another person, team or organization, the greater the degree of confidence that we built.
Business confidence is linked with many aspects that are, among others, the ability of secrecy or warranty service according to our most demanding needs and behaviors:
-“Accenture believes a vital component has been missing from the privacy debate: a proactive business perspective focused not merely on compliance with laws that protect privacy but also on the notion that companies can earn consumer trust. In return for access to information, the company that has earned trust can assure consumers and business partners that they will use that information responsibly to provide value-added services. Implicit in this response to privacy concerns is the belief that trust has an economic value to companies and that it can be used to win competitive advantage.”
In this sense, and although the privacy to be one of the aspects already much discussed, maybe not even with satisfactory results (“iPhone keeps record of everywhere you go“), it still deserves a lot of reflection and debate the development of services.
For many years I worked in insurance companies where it was easy to verify that the aspects related with trust were fundamental to the growth of companies that provide these services. Today more than ever, after seeing some major disasters, trust is a key factor in the creation of services in the financial areas.
Designthinkers made a presentation on 15 April at a Conference of Aegon, where they focused trust as a foundation for building good relationships with customers. These slides pulled out some suggestive phrases for reflection:
“A relationship based on trust begins with intentions.”
From this assertion with which I agree, I underline the importance of the fact that a relation, organization and clients, when constructed on the basis of confidence, necessarily imply in the internal environment of the Organization a high level of trust of the members of the teams between themselves and their leaders.
There is a need of balance between the teams or organization and the entire “design service” as is the case with all the players interacting in the service to develop.
Factors such as the behaviors of lack of confidence, perceptions about what is trusted, the perceptions of consideration and influence and cooperation that exist in the employees can help us to understand what level of internal trust exists in the organizations.
Confidence in leaders can also be accessed through integrity, consideration, the sense of opportunity and recognition of their competence.
And because trust is important I think we should remember Idris Mootee:
“Corporations are facing crises on several fronts, not only from low cost competition, economic and sustainability and social development: business leaders and governments are experiencing a profound crisis of trust and legitimacy. All or these triggered a loss of confidence in our old ways of doing things. The very core of many management theories are being questioned and “management ‘is close to a point of failure. People need to find something to make sense of what’s going on and organize for the future of unprecedented uncertainties.
Battered by system level economic failure, extreme uncertainties and the failure of traditional forms of leadership and management, many are gazing hopefully towards design thinking as a new management wonder drug that will help them make sense of what is going on and secure their next big bonus, election or promotion. Yes, design thinking is bringing a refreshing approach to management and strategic thinking, but it is far from a wonderdrug.”
Design thinking, or the necessary mindset to address service design is not actually a cure for all ills, but can help us to find our way, always inserted in a context, to the establishment of relations based on trust.
To start this way according to Designthinkers:
“Start small, give yourself time to learn and look to see what the customer is trying to do. Then help him to do it or develop tools to empower them”
“Develop them together, stop sending, and start interacting!
Facilitate the conversation. Open the doors, look for new collaborations both within and outside the company. Experiment. Don’t be afraid to fail, this is the only way that we learn anything new.
Practice what you preach so uou can preach what you practice and slowly start building a culture of trust to co-create real value with all stakeholders”
And because trust is also important here, feel free to comment!
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