USP-D - EAWOP 2013 „High Trust Culture – A driver of organizational and leadership success“
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Ein Beitrag von Petra Schulte zu Vertrauenskultur auf dem 16. Kongress der European Association of Work and Organizational Psychology (EAWOP) in Münster
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USP-D - EAWOP 2013 „High Trust Culture – A driver of organizational and leadership success“
- 1. www.usp-d.comUSP-D Deutschland Consulting GmbH 24th May 2013 eawop congress 2013 High Trust Culture – Driving Organizational & Leadership Success
- 2. www.usp-d.com Petra Schulte Managing Director USP-D Germany and USP-D Austria www.usp-d.com Petra Schulte Managing Director USP-D Germany and USP-D Austria www.usp-d.com Welcome! 2
- 3. www.usp-d.com eawop 2013 – High Trust Culture USP-D 1 State of the Art 2 New Perspective/Contribution 3 Conclusion and Implications for Research Agenda 3
- 4. www.usp-d.com eawop 2013 – High Trust Culture USP-D 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 4
- 5. www.usp-d.com eawop 2013 – High Trust Culture USP-D 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
- 6. www.usp-d.com eawop 2013 – High Trust Culture USP-D 6 Edelman Trust Barometer 2011 Source: Edelman Trust Barometer 2011, Management Summary, p.7 Quality, transparency, trust, and employee welfare are most important to corporate reputation How important are these factors to corporate reputation?
- 7. www.usp-d.com eawop 2013 – High Trust Culture USP-D State of the art: Definition of Trust An integrative model of organizational trust (Mayer et.al. 1995, Schoormann et.al. 2007) View: Trust is based on relationship “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) 7
- 8. www.usp-d.com eawop 2013 – High Trust Culture USP-D 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). 8
- 9. www.usp-d.com eawop 2013 – High Trust Culture USP-D State of the art: A model of organizational trust Mayer et.al. 1995 9
- 10. www.usp-d.com eawop 2013 – High Trust Culture USP-D 1 State of the Art 2 New Perspective/Contribution 3 Conclusion and Implications for Research Agenda 10
- 11. www.usp-d.com eawop 2013 – High Trust Culture USP-D Four Levels of Trust Intrapersonal trust Interpersonal trust Intraorganisational trust Interorganisational trust Trust in one‘s own capacities (Selbstvertrauen) Trust reduces complexity (Neubauer, 1999) Trust in one‘s own organization or trust in one‘s own team, department Trust that is directed towards the organization (e.g. from suppliers and customers) (Neubauer, 1999) 11
- 12. www.usp-d.com eawop 2013 – High Trust Culture USP-D Possible first steps / interventions for organizations Creating awareness Analyzing the status quo Selling the idea Developing solutions …trust as agenda topic of management team jour fixe …desktop research on fluctuation, employee surveys …road shows on high trust culture project …implementing trust-building development measures 12
- 13. www.usp-d.com eawop 2013 – High Trust Culture USP-D 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? 13
- 14. www.usp-d.com eawop 2013 – High Trust Culture USP-D Meta level model Employee Survey Desktop research CSR 14 Communication SE Road shows Leadership development Organization development
- 15. www.usp-d.com eawop 2013 – High Trust Culture USP-D 1 State of the Art 2 New Perspective/Contribution 3 Conclusion and Implications for Research Agenda 15
- 16. www.usp-d.com eawop 2013 – High Trust Culture USP-D A Research Proposal: Intervention Landscape for HTC Workshop 2 with cross-sectional groups: Discussion and evaluation of landscape Workshop 2 with cross-sectional groups: Discussion and evaluation of landscape Group Interview (Workshop 1) with Top Management: Complexity/impact of trust-shaping factors & interventions Group Interview (Workshop 1) with Top Management: Complexity/impact of trust-shaping factors & interventions Analysis & interpretation of resultsAnalysis & interpretation of results Draft of an intervention landscape Validated Interventions landscape Final landscape Structured Interviews with Executives & Top Management members with respect to trust-shaping factors & interventions Structured Interviews with Executives & Top Management members with respect to trust-shaping factors & interventions Guiding questions for Group Interview 16
- 17. www.usp-d.com eawop 2013 – High Trust Culture USP-D 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. 17
- 18. www.usp-d.com eawop 2013 – High Trust Culture USP-D 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 18
- 19. www.usp-d.com eawop 2013 – High Trust Culture USP-D Petra Schulte USP-D Düsseldorf / Wien www.usp-d.com Contact 19