One of the issues that you brought up 2 weeks ago in the first session, was the relevance of TRUST, as one of the key ingredients for generating a context in which good communication and constructive interaction take place. It is quite an intangible concept and very personal, in the sense that we feel it in a very individual way. On the other hand, it is easy to feel it when it is there and also easy to identify when there is a lack of trust, that makes interactions less fluent.
This is an idea of TRUST:
They trust in each others abilities, they trust in each others honesty and attention while they are dancing,… They trust each other, probably because they have a trackrecord of dancing together and having done it in the best way they can. And they choose to trust even if they know something could happen to make them “fail”.
We want you to think about these two questions that we will discuss during the next session:
1) What are the behaviours that generate TRUST in a relationship?
2) What are the behaviours that leak TRUST from a relationship?
Think about the people you identified as relevant in your Network Map: Do you trust them? Do they trust you? What can you change in your behaviour to build more trust with them?
We share with you this article from the HBR, “The Neuroscience of Trust“, in which you can go into the concept and learn about how to deal with trust. Here are some of the ideas that we can practice, to buid trust in our teams and among different teams:
Induce “challenge stress”
Give people discretion in how they do their work.
Enable job crafting.
Share information broadly.
Intentionally build relationships.
Facilitate whole-person growth.