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Nurturing Trust Through Knowledge: Insights from Peter West on Strategic Collaboration

In this teleconference, Peter West, a Senior Consultant at Continuous Innovation, explores the concept of trust, defined as the psychological state accepting vulnerability based on positive expectations. The discussion emphasizes the importance of nurturing trust in organizational contexts and leveraging knowledge for effective collaboration. By examining the interplay between vulnerability, risk, and expectations, West provides valuable insights on fostering trust and knowledge transfer among leaders. This session serves as a guide for enhancing relationships within teams and driving successful outcomes.

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Nurturing Trust Through Knowledge: Insights from Peter West on Strategic Collaboration

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  1. Nurturing Trust –Leveraging Knowledge SIKM Leaders Teleconference November 21, 2006 Peter West Senior Consultant Continuous Innovation peter.west@continuousinnovation.ca

  2. Two Definitions of Trust*: • A psychological state comprising the intention to accept vulnerability based upon positive expectations of the intentions or behavior of another.”(Rousseau, 1998) • “The optimistic acceptance of a vulnerable situation in which the truster believes the trustee will care for the truster’s interests.” (Hall, 2001) VULNERABILITY = RISK + UNCERTAINTY Nurturing Trust – Leveraging Knowledge: Peter West, Continuous Innovation, November 2006

  3. An Encounter: History {History} r T o r t u s s u t r e T e Adapted from: Riegelsberger et al (2005) with additions from other sources Nurturing Trust – Leveraging Knowledge: Peter West, Continuous Innovation, November 2006

  4. An Encounter: Channel {History} (Channel) (Formal) (Time) r T o r t u s s u t r e T e (Space) (Informal) Nurturing Trust – Leveraging Knowledge: Peter West, Continuous Innovation, November 2006

  5. An Encounter: Signals / Warrants (1) {History} (Channel) (Formal) Prior Signals Trust Warrants Trust Warrants (Time) r T o r t u s s u t r e T e (Space) (Informal) Nurturing Trust – Leveraging Knowledge: Peter West, Continuous Innovation, November 2006

  6. An Encounter: Signals / Warrants (2) {History} (Channel) (Formal) Prior Signals Trust Warrants Trust Warrants (Time) r T o r t u s s u t r e T e (Space) (Informal) Nurturing Trust – Leveraging Knowledge: Peter West, Continuous Innovation, November 2006

  7. An Encounter: Expectations (1) {History} (Channel) (Formal) Prior Signals Trust Warrants Trust Warrants (Time) Expectations r T o r t u s s u t r e T e (Space) (Informal) Nurturing Trust – Leveraging Knowledge: Peter West, Continuous Innovation, November 2006

  8. An Encounter: Expectations (2) {History} (Channel) (Formal) Prior Signals Trust Warrants Trust Warrants (Time) Expectations r T o r t u s s u t r e T e (Space) (Informal) Nurturing Trust – Leveraging Knowledge: Peter West, Continuous Innovation, November 2006

  9. An Encounter: Threshold/Action (1) {History} (Channel) (Formal) Prior Signals Trust Warrants Trust Warrants (Time) Expectations r T o r Withdrawal t u Trust Threshold s s Trusting Action u t r e T e (Space) (Informal) Nurturing Trust – Leveraging Knowledge: Peter West, Continuous Innovation, November 2006

  10. An Encounter: Threshold/Action (2) {History} (Channel) (Formal) Prior Signals Trust Warrants Trust Warrants (Time) Expectations TRUST THRESHOLD: r T o r * Setting a limit on the amount Withdrawal t u Trust Threshold risk of that is acceptable s s Trusting Action (with consideration of the u t r benefits) e T e (Space) TRUST ACTION: * Making the request (WITHDRAWAL) * Deciding against further (Informal) interaction on this occasion Nurturing Trust – Leveraging Knowledge: Peter West, Continuous Innovation, November 2006

  11. An Encounter: Threshold/Fulfillment (1) {History} (Channel) (Formal) Prior Signals Trust Warrants Trust Warrants (Time) Expectations r T o r Withdrawal t u Trust Threshold s s Trusting Action u t r e T e Trust Responsiveness (Space) Trust Threshold Expectations Fulfillment Non-fulfillment (Informal) Nurturing Trust – Leveraging Knowledge: Peter West, Continuous Innovation, November 2006

  12. An Encounter: Threshold/Fulfillment (2) TRUST THRESHOLD: EXPECTATIONS: * Setting the level of benefits * Focused on whether their knowledge will be understood; that should accrue (with (Channel) how it will be used; how it will consideration of the risks) be acknowledged, protected, etc. (Formal) Prior Signals Trust Warrants Trust Warrants FULFILLMENT: (Time) Expectations * Responding to the request r T (Beware of over-committing and under-delivering) o r Withdrawal t u Trust Threshold s s Trusting Action u t r e T e Trust Responsiveness (Space) Trust Threshold Expectations Fulfillment Non-fulfillment (NON-FULFILLMENT) (Informal) * Declining to respond (on this occasion) Nurturing Trust – Leveraging Knowledge: Peter West, Continuous Innovation, November 2006

  13. An Encounter: Reciprocity (1) {History} (Channel) (Formal) Prior Signals Trust Warrants Trust Warrants (Time) Expectations r T o r Withdrawal t u Trust Threshold s s Trusting Action u t r e T e Trust Responsiveness (Space) Trust Threshold Expectations Fulfillment Non-fulfillment Reciprocity (Informal) Nurturing Trust – Leveraging Knowledge: Peter West, Continuous Innovation, November 2006

  14. An Encounter: Reciprocity (2) {History} (Channel) (Formal) Prior Signals Trust Warrants Trust Warrants (Time) Expectations r T o r Withdrawal t u Trust Threshold s s Trusting Action u t r e T e (Space) Fulfillment Non-fulfillment Reciprocity (Informal) Nurturing Trust – Leveraging Knowledge: Peter West, Continuous Innovation, November 2006

  15. Trust and Knowledge Processes (1a)*: • Competence-based Trust: Particularly important for transferring tacit or complex knowledge (especially when ties are weak) • Benevolence-based Trust: Facilitates the transfer of explicit knowledge (and tacit when ties are strong) • Six Related Strategies(for the knowledge source - trustee): • Openly reveal the boundaries of your knowledge (vulnerability) • Explore people beyond their work roles (personal interests) • Early on, share something of value (trustworthiness of recipient)[e.g., tacit knowledge, contacts from personal network] • Be receptive to exploring and refining details of request (safety) • Act in a fair and transparent manner (process) • Demand accountability for trust (values, practices, recognition) * Adapted from: Abrams, Cross, Lesser and Levine (2002) Nurturing Trust – Leveraging Knowledge: Peter West, Continuous Innovation, November 2006

  16. Trust and Knowledge Processes (1b)*: • Social Capital: • Shared vision • Shared language and meaning • Clear and effective communication • Discretion (privacy and confidentiality) • Bonding (inside the organization) • Bridging (outside the organization) • Operationally: • Trust-based (vs. power-based) • Collaborative (vs. hierarchical) • Encounter-friendly (vs. boundaries) • Pay-for-performance (vs. position) * Adapted from: Abrams, Cross, Lesser and Levine (2002); Huotari and Iivonen (2004) Nurturing Trust – Leveraging Knowledge: Peter West, Continuous Innovation, November 2006

  17. Trust and Knowledge Processes (2) *: * Adapted from: Ford, Diane - Trust and Knowledge Management: The Seeds of Success / In: Handbook of Knowledge Management (2003) Nurturing Trust – Leveraging Knowledge: Peter West, Continuous Innovation, November 2006

  18. Trust and KM Strategy*: • Strategies: • Codification-dominant: Object-focused –Intranets, repositories, etc. • Personalization-dominant: People-focused – Communities of practice, networks, storytelling, etc. • Balanced: Combination of codification and personalization • Codification-dominant strategies: Organizations exhibit low levels of trust • Personalization-dominant (Balanced) strategies: Organizations exhibit high levels of trust • Success of KM initiatives: • Greater in high trust organizations • Greater with personalization strategies * Adapted from: Ribiere et al (2005, 2006 – in press) Nurturing Trust – Leveraging Knowledge: Peter West, Continuous Innovation, November 2006

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