Discussion leader: Gary Henderson
I’m fascinated by the work of Frederic Laloux on Reinventing Organisations (http://www.reinventingorganizations.com) that was introduced to the group by Ross Howarth. This session on ‘The Challenges of Trust’ follows on from the last one that David McAra presented on ‘Joy and Creativity at Work’.
It’s clear that the organisations Laloux studied have developed a mutual trust throughout:
It appears that almost every commentator on leadership agrees that trust is a key component for organisational success. Some other examples I’ve come across in my readings:
So that’s agreed then, we need trust to be successful. Sounds fantastic. But how we go about establishing that trust is a real challenge. There are two ends of the spectrum:
It would appear that most models that are available work from the former principle and are focused on building trust. Building a trusted relationship between two people is the relatively easy part. We each make a conscious choice about who and how we trust and in a manager/employee relationship we’re still in control.
What Laloux proposes in self-managing organisations is based on the latter principle,: “until we are proven wrong, trusting co-workers is our default means of engagement.” It’s not about a single person-to-person relationship, it’s trusting the whole organisation.
I’ll be honest, as a business leader, that scares me because I’ve had personal experiences in the past where my trust has been abused. However, the same has happened to some of the organisations studied by Laloux, and they’ve dealt with those instances and carried on with their philosophy.
Some questions we might want to ask ourselves;
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