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 MünsterTRANSCRIPT
www.usp-d.comUSP-D Deutschland Consulting GmbH 24th May 2013
eawop congress 2013
High Trust Culture – Driving Organizational & Leadership Success
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Petra SchulteManaging Director USP-D Germany and USP-D Austria
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Petra SchulteManaging Director USP-D Germany and USP-D Austria
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Welcome!
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eawop 2013 – High Trust CultureUSP-D
1 State of the Art
2 New Perspective/Contribution
3 Conclusion and Implications for Research
Agenda
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eawop 2013 – High Trust CultureUSP-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
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eawop 2013 – High Trust CultureUSP-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”.
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eawop 2013 – High Trust CultureUSP-D
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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?
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eawop 2013 – High Trust CultureUSP-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)
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eawop 2013 – High Trust CultureUSP-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).
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eawop 2013 – High Trust CultureUSP-D
State of the art: A model of organizational trust
Mayer et.al. 1995
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www.usp-d.com
eawop 2013 – High Trust CultureUSP-D
1 State of the Art
2 New Perspective/Contribution
3 Conclusion and Implications for Research
Agenda
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eawop 2013 – High Trust CultureUSP-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)
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eawop 2013 – High Trust CultureUSP-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
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eawop 2013 – High Trust CultureUSP-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?
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eawop 2013 – High Trust CultureUSP-D
Meta level model
Employee Survey
Desktop research
CSR
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Communication
SERoad shows
Leadership development
Organization development
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eawop 2013 – High Trust CultureUSP-D
1 State of the Art
2 New Perspective/Contribution
3 Conclusion and Implications for Research
Agenda
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eawop 2013 – High Trust CultureUSP-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
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eawop 2013 – High Trust CultureUSP-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.
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eawop 2013 – High Trust CultureUSP-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
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eawop 2013 – High Trust CultureUSP-D
Petra Schulte
USP-D
Düsseldorf / Wien
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Contact
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