All about Changing Organization Cultures
Join now. Completely free.
Log in
|
Changing Culture Through Working on TRUST
Patrick Van Alboom, Business Consultant, Belgium, Member
It is my conviction that in practice changing a culture in a wanted direction starts and ends with the creation of trust-based relations between people and within teams. Trust results in better communication and feedback. How to create trust? One way is what I call the breakthrough feedback methodology:
a) Create safe environment
b) Prepare with each individual the feedback he/she will give
c) Let people give feedback about themselves and about the other participants.
My experience is that this creates breakthroughs within teams.
|
|
| |
|
Working on Trust
David Vroon, Management Consultant, Canada, Member
I'm not sure what you mean by b) prepare with individual the feedback he/she will give. Does this mean all feedback is vetted by you and not real-time?
|
|
| |
|
Earning Trust
Allemeersch Johan
In my opinion, trust is indeed something you earn. You can not command trust ("you have to trust me!"). So your point of save environment I fully endorse.
The most important one for me is to really give trust yourself, and put yourself in a vulnerable position, open yourself in order to stimulate openness from someone else.
If team members experience this, then there is a possibility that trust grows. This is depending on the mindset: "what is in it for me?"
Clear, consistent, transparent vision, mission, strategy and goals are also propelling trust.
|
|
| |
|
How to Earn Trust
Kuiper, Management Consultant, Netherlands, Member
Mr. Allemeersch mentioned "give trust yourself" and "put yourself in a vulnerable position". What other behavioural values should be added to earn the trust from your employees?
|
|
| |
|
How to Earn Trust
Allemeersch
You have to be aware that you can't decide to not to coach. Through everything you do, say, act, in short all aspects which can be perceived with human senses, you convey your message. So one of the next most important values is to be genuine. Make sure that what you do is a 100% you. So in time of change visualise for yourself the change and see how you will talk, see, smell, feel, work together, react and so on when the change has happened and make it yours.
|
|
| |
|
Size of Group Affected Matters
Jagdish B Acharya, Consultant, India, Premium Member
For sustainable changes in a small group, Allemeersch is perfect in laying emphasis on trust. This is all that matters then.
However when the group affected by change is bigger, additional factors like image of the change leader, words used, perception of benefits from change and a good feeling for being part of change also matter a lot. Good image may also be considered as a form of trust created by the many events, actions, projections and perceptions about the lead person or the group.
|
|
| |
|
Changing the Organizational Mindset
Mathe, Student (MBA), Member
Indeed changing an organizational mindset needs a lot of trust between employees at all levels, not fear. How do you become innovative and put forward your ideas if you are afraid of being subjected to disciplinary action? If that avenue is not open, people will hold back otherwise very good ideas which might change the organization for the better.
|
|
|
