eawop congress 2013 High Trust Culture – Driving Organizational & Leadership Success
USP-D Deutschland Consulting GmbH
24th May 2013 www.usp-d.com
Petra Schulte Managing Director USP-D Germany and USP-D Austria
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Welcome! 2
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USP-D
eawop 2013 – High Trust Culture Agenda
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State of the Art
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New Perspective/Contribution
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Conclusion and Implications for Research
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USP-D
eawop 2013 – High Trust Culture Background and Relevance
“Trust” as subject for search and research? Personnel Development addresses people and their growth in competencies, personality, effectiveness Strategic Personnel Development corresponds with Organizational Development Most common reason for strategic development measures: change
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USP-D
eawop 2013 – High Trust Culture Background and Relevance
Starting Point Organizations face
- growing diversity (people, cultures, business portfolios) - reduced availability of resources: experts/talents/potentials Organizations ask for
- multiplication of positive effects: high speed, wide spread - efficiency of measures: less investment of time/money The common denominator often is “trust”. 5
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USP-D
eawop 2013 – High Trust Culture Edelman Trust Barometer 2011 Quality, transparency, trust, and employee welfare are most important to corporate reputation How important are these factors to corporate reputation?
Source: Edelman Trust Barometer 2011, Management Summary, p.7 6
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USP-D
eawop 2013 – High Trust Culture State of the art: Definition of Trust
An integrative model of organizational trust (Mayer et.al. 1995, Schoormann et.al. 2007) “Trust is the “willingness to take risk,” and the level of trust is an indication of the amount of risk that one is willing to take” Schoorman et.al. (2007, 346)
View: Trust is based on relationship
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USP-D
eawop 2013 – High Trust Culture State of the art: The concept of Trustworthiness
Three factors contribute to trust (Mayer et.al. 1995) Ability: Ability is that group of skills, competencies, and characteristics which enable a party to have influence within some specific domain (p.717). Benevolence: The extent to which the trustee is believed to want to do good to the trustor (p.718). Integrity: The perception that the trustee adheres to a set of principles the trustor finds acceptable (p.719).
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USP-D
eawop 2013 – High Trust Culture State of the art: A model of organizational trust
Mayer et.al. 1995 9
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USP-D
eawop 2013 – High Trust Culture Agenda
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State of the Art
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New Perspective/Contribution
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Conclusion and Implications for Research
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USP-D
eawop 2013 – High Trust Culture Four Levels of Trust
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Intrapersonal trust
Trust in one‘s own capacities (Selbstvertrauen)
Interpersonal trust
Trust reduces complexity (Neubauer, 1999)
Intraorganisational trust
Trust in one‘s own organization or trust in one‘s own team, department
Interorganisational trust
Trust that is directed towards the organization (e.g. from suppliers and customers) (Neubauer, 1999) www.usp-d.com
USP-D
eawop 2013 – High Trust Culture Possible first steps / interventions for organizations
Creating awareness
Analyzing the status quo
…desktop research on fluctuation, employee surveys
Selling the idea
…road shows on high trust culture project
Developing solutions 12
…trust as agenda topic of management team jour fixe
…implementing trust-building development measures
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USP-D
eawop 2013 – High Trust Culture Hypotheses
Trust reduces complexity. The quality of the high trust culture in a company directly influences the process factors time, budget, and quality. If those are measurable, the quality of a high trust culture might be measurable, too. What interventions develop and support high trust culture within an organization positively and measurably?
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USP-D
eawop 2013 – High Trust Culture Meta level model
Organization development Desktop research
Leadership development Employee Survey
Road shows SE Communication CSR
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USP-D
eawop 2013 – High Trust Culture Agenda
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State of the Art
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New Perspective/Contribution
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Conclusion and Implications for Research
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USP-D
eawop 2013 – High Trust Culture A Research Proposal: Intervention Landscape for HTC
Structured Interviews with Executives & Top Management members with respect to trust-shaping factors & interventions
Group Interview (Workshop 1) with Top Management: Complexity/impact of trust-shaping factors & interventions
Draft of an intervention landscape
Workshop 2 with cross-sectional groups: Discussion and evaluation of landscape
Validated Interventions landscape
Analysis & interpretation of results
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Guiding questions for Group Interview
Final landscape
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USP-D
eawop 2013 – High Trust Culture Trust Study and Observations
Target Area International company groups with wide spread sites/entities Medium sized private owned companies with international entities First Resonance: - International company groups hesitate: Important point, but … “Trust” finds its place in projects and mission statements. - Medium sized companies first shy back: To big of a point, but… they often start doing it step by step.
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USP-D
eawop 2013 – High Trust Culture Literature Mayer, Roger C., Davis, James H., & Schoorman, F. David (1995) An integrative model of organizational trust, Academy of Management Review, 20, pp. 709–734 Neubauer, Walter (1999): Zur Entwicklung interpersonalen, interorganisationalen und interkulturellen Vertrauens durch Führung – empirische Ergebnisse der sozialpsychologischen Vertrauensforschung, in: Sydow, Jörg & Schreyögg, Georg: Managementforschung 9: Führung - neu gesehen. Berlin: de Gruyter Schoorman, David F., Roger C. Mayer, James H. Davis (2007) An Integrative Model of Organizational Trust: Past, Present and Future, Academy of Management Review, Vol. 32, No. 2, pp. 344–354
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USP-D
eawop 2013 – High Trust Culture Contact
Petra Schulte USP-D Düsseldorf / Wien www.usp-d.com
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