“Trust is the lubrication that makes it possible for organizations to work.”
… Warren Bennis (b.1925) US educator, futurologist, advisor and writer
As we step into the future together, the constant interchange of giving authority to others and vice versa is the basis of all relationships. Every time we accept the decisions and declarations others make, we give them authority to impact our future. I have termed this interplay, the ‘authority dynamic’.
We make declarations intending to create our desired future, so we have a vested interest in others giving us authority to create that future. Two key strategic paradigms are used establish this authority – the ‘Paradigm of Control’ and the ‘Paradigm of Trust’.
The premise underlying the Paradigm of Control is to find a way to ensure you accept what I want to do regardless of other concerns. This approach is generally established by force, threat or manipulation employing strategies such emotional blackmail, lying or any other approach where you feel you have no choice but to go along with me. When we seek to control others, we are simply concerned with what we want and are generally unconcerned with the health of the relationship. More often than not, it is a very self-centred approach.
The Paradigm of Trust stems from a different premise. In this case, authority is granted on the basis of the trust placed in those involved. Here, I would be given authority if you believed I was best placed to decide what to do and also I had considered your concerns. To use the Trust Paradigm, we must be able to see beyond our own concerns to those of others.
These two approaches can be seen in the different approaches taken by managers (control) and leaders (trust).
What has this to do with culture? Many organisations seek culture improvements and there is a wealth of evidence to suggest more constructive cultures provide for better outcomes financially as well as employees’ well being. In constructive cultures, authority is trust-based whereas more defensive cultures are based on control.
The reasons for this are complex but a simple example of using the control paradigm may shed some light.
Imagine how you would feel if your boss usually makes decisions for you. If you are like me then you would feel somewhat disempowered. You are not being trusted to make good decisions, so why bother. Easier to just go along and stay out of trouble. You probably won’t make suggestions to improve things in the future. Perhaps, they are right and you are not good enough to do this by yourself. None of these thoughts support healthy self-stories or relationships. They are are certainly not going to see you doing your best work.
If you wish to build a more constructive organisational culture then trust must be always on your mind. You must constantly ask yourself about the impact on trust. This is not just about everyday interactions but also when you are involved in creating policies, systems and processes. Ideally you will find ways to support trust in the organisation.
Think about your organisation as it is now. To what extent do your policies, processes and systems focus on control or building trust? If you explore this question, you may well uncover a rich source of opportunity to enhance a more constructive culture.
Related Concepts
The Basis of Relationships
Collective and Personal Authority
The Paradigm of Control
The Paradigm of Trust
The Phenomenon of Listening
Effective Listening and Speaking