recognizing and cultivating trust: the primary driver of network impact

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Recognizing and Cultivating Trust: The Primary Driver of Network Impact

Katrina (Kate) Pugh

March 28, 2012


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Today’s Speaker

Katrina (Kate) PughPresident, Faculty

AlignConsulting, Columbia University

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Sam Frank, Synthesis PartnershipAssisting with chat questions: April Hunt, Nonprofit Webinars

Recognizing and Cultivating Trust…The Primary Driver of Network Impact

Nonprofit Webinars

March 28, 2012

Kate Pugh

AlignConsulting

Author of Sharing Hidden Know-How

www.alignconsultinginc.com

[email protected]

Twitter: @katrinapugh

v7

© AlignConsulting www.alignconsultinginc.com

The Knowledge Network (or Community of Practice) is

a powerful organizational model for organizations to

innovate, coordinate, build capacity, and translate

ideas rapidly into action. On November 30, 2011 we

introduced recent network research funded by the Bill

and Melinda Gates Foundation, and discussed the six

behaviors of an enduring network: common objectives,

collaborative behavior, working platform, cohesion,

generous connectivity, and trust.

More than half of all webinar participants were

concerned about the levels of trust in their networks,

and the resulting compromised collaboration.

What builds trust in a network? What erodes it? What

can we design into the network -- into its structures,

relationships, measures -- to build trust and

trustworthiness? We'll look at recent research on the

mechanics and science of trust, and look at several

case studies of networks where trust translates into

volunteerism, innovation, and collaboration. We'll also

revisit each of the 8 network design dimensions with a

trust lens.

5

http://www.amazon.com/Sharing-Hidden-Know-How-non-Franchise-Leadership/dp/0470876816/ref=sr_1_1?ie=UTF8&s=books&qid=1295578223&sr=1-1



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Agenda• When we left off

• Define trust for today’s discussion

• Lack of trust is pervasive…

• …But we’re wired for trust

• Isn’t a network an “institution”?

• Networks’ “trust account”

• How do you get there?

• Tale of two networks

• Conclusion

6© AlignConsulting www.alignconsultinginc.com

When we left off:

What’s a “knowledge network”?

7

A Knowledge Network

(also called a “Community of Practice”)

is a gathering of individuals motivated

by the desire to cross organizational

boundaries, to relate to one another,

and to build a body of actionable

knowledge through coordination

and collaboration.


When we left off:

Knowledge network effectiveness framework


Design Drivers Behavior

What are the

impacts?1. Learning/Innovation

2. translation/adaptation

3. coordination

4. practitioner support

What tone and

behaviors do

we see?

What

dynamics

come into

play?

What levers

do we pull as

we influence

the network?

Impacts

When we left off:

How do knowledge network members behave?

Commonly agreed

goals and objectives

Collaboration (“self-sacrifice”)

Cohesiveness

Connectivity

(“networked” beyond)

Using a working platform

Trust


0

0.1

0.2

0.3

0.4

0.5

0.6

Commonly agreed goals

and objectives

Collaboration and trust

Cohesiveness Connectivity (“networked”

beyond the KN)

Using a working platform

Source: Nonprofit Webinar 11/20/11 (32 respondents) http://nonprofitwebinars.com/webinars/11302011-beyond-

partnerships-tapping-into-the-agility-of-knowledge-networks-and-communities/

When we left off:

What you said


53% 50%44%

38%

28%

“Which of these behaviors is lagging in your knowledge network?” (Percent of

respondents who named each behavior)

http://nonprofitwebinars.com/webinars/11302011-beyond-partnerships-tapping-into-the-agility-of-knowledge-networks-and-communities/























Define trust for today’s discussion

Larry Prusak (2011):

• “Trust is

Anticipatory specific

reciprocity”

• “Trust is the new gold.

Equally valuable, but

for too many

companies and too

many leaders not

nearly so obviously

worth the effort.”


Geoffrey Hosking (2010):

• “Attachment to a person,

or collective of

persons, based on the

well-founded but not

certain expectation that

he/she/they will act for

my good.”

• “The expectation, based

on good but less than

perfect evidence, that

events will turn out in a

way not harmful to me.

Steven Covey (2012)

• “Trust is confidence”

• “Trust includes

character and

competencies.”

• “Your trustworthi-

ness is a factor of

my analysis and my

attitude.”

Hosking, Trust: Money, Markets, and Society, Seagull Books, Calcutta; Prusak, “The one thing that makes collaboration work,” HBR

Blog, July 5, 2011. Covey, Smart Trust: Creating Prosperity, Energy and Joy in a Low-Trust World, Simon and Schuster, NY.

Lack of trust is pervasive…


“Can’t trust those institutions”(Result: Arab spring, Greek demonstrations, Occupy movement, Tea Party, Dodd Frank regulations)

“Can’t trust those free-riders” (Result: scrutinize the safety net)

“Can’t trust those bosses”(Result: trust-erosion favors layoffs over wage reductions)

Bonus!

…but, we’re wired for trustPuzzles

• The “trust gene”* (Darwinian selection for social norming –

culture and genetics intertwined)

• General reciprocity (sharing when specific individual’s

reciprocity unlikely, e.g., Linux, Innocentive)

• Sacrificing when reward from trusting is separated in space

and time (fraternity, social net)

• Markets (without trust markets “stick,” e.g., in soviet union)


*Boyd and Richardson, “Gene-Culture coevolution,” (ongoing research)

We can be trustworthy as individuals

1. Act with discretion

2. Match words and deeds

3. Communicate often and well

4. Establish shared vision, language

5. Highlight knowledge boundaries

6. Know when to step out of your role

7. Give away something of value

8. Help people refine unclear ideas

9. Make decisions fair and transparent

10. Hold people accountable for trustworthy behavior

14

Consistency

Integrity

Transparency

Curiosity

Accountability


Source: Rob Cross and Andrew Parker, The Hidden Power of Social Networks: Understanding How Work

Really Gets Done in Organizations, 2007.

How can we trust a network. Isn’t a

network an institution?


“Yes”– Big

– Structured (some)

– Rubs elbows with

institutions

– Image/optics matter

“No”– Diverse

– Decentralized

– All about practice, not

power

– Bound by social ties

Networks’ “Trust Account” (3 Ps)

Proxies (declarations, certifications,

affiliations, endorsements,

relationships)

Persistence (charters, ground rules,

schedules, that signal trustworthiness)

Performance (Experience over time)


Consistency

Integrity

Transparency

Curiosity

Accountability

8 Design Dimensions for Knowledge Networks

Strategic 1. Leaders’ theory of change

2. Objectives/Outcomes/Purpose

3. Role of “expertise” and experimental learning (Expert/Learner balance)

4. Inclusion/Participation

Structural 5. Operating model

6. Convening structures and infrastructures

7. Facilitation and social norm development

Tactical 8. Measurement, feedback and incentives

How do you get there? (Recall: 8 general

knowledge network design dimensions)

.

© AlignConsulting www.alignconsultinginc.com 17

Robust knowledge networks design trust in

8 times! 1. Leaders’ change strategy is transparent, modeled

2. Shared objectives, at the right level. Asymmetries in

capacity, needs, etc., are discussed

3. Safe to be a learner, safe to share one’s

convictions

4. Participation is well defined, and trustworthiness is

part of the inclusion

5. Operation, decision-making processes and

relationships are clearly defined, but flexible

6. Appropriate convening structures (people are

showing up, using the platform)

7. Facilitation is focused on building real-time

experience of trust

8. There is follow-through, measurement, recognition


Proxies

Persistence

Performance

Tale of two networks


Strive Network– Shared theory of change, vision

– Published objectives, by sector

– Efforts to include all stakeholders,

incl. donors

– Operating model is transparent

– Convene with mtgs, platforms,

gatherings, communications

– Metrics routine, published

Museum Collaborative– Asymmetry of capabilities

not addressed

– Assumed shared vision

– Charismatic leader

– Resistance to focus on the operating

model (how we’ll get this done)

– Governance model not mapped to

capabilities

Conclusions

• Employees, citizens, parents, congregations have lost

trust in management, institutions, and government

• Yet, we crave trustworthiness and trusting

relationships in order to live productive, healthy lives,

especially with “info-glut.”

• There are individual trust strategies (Consistency,

Integrity, Transparency, Curiosity, Accountability), but

networks require trust transparency

• Design for trust in Networks (proxies, persistence),

measure performance publically and reinvest in trust


Destination

Knowledge Networks are where necessity, creativity and

belonging come together.


Some Reading• Achieving Success Through Social Capital, By

Wayne Baker, University of Michigan

Management Series, Jossey-Bass/Wiley, 2000.

• The Hidden Power of Social Networks:

Understanding How Work Really Gets Done in

Organizations, by Rob Cross and Andrew

Parker, Harvard Business School Press, 2004

• Sharing Hidden Know-How by Katrina Pugh,

Jossey-Bass, April 2011

• Sustainable Communities: Top 10 CSFs for

Keeping the Faith, by Katrina Pugh IBM

Synch.rono.us Blog, July 19, 2010

• Jamming with the Institute for Healthcare

Improvement “ by Katrina Pugh and Jo Ann

Endo, NASA Ask Magazine, Winter, 2011)

22

NASA Ask Magazine


NASA Ask Magazine

http://www.amazon.com/Achieving-Success-Through-Social-Capital/dp/0787953091

http://www.amazon.com/Achieving-Success-Through-Social-Capital/dp/0787953091

http://www.amazon.com/Hidden-Power-Social-Networks-Understanding/dp/1591392705






http://synch.rono.us/social/blog.nsf/dx/07192010091946AMSLIHMX.htm

http://synch.rono.us/social/blog.nsf/dx/07192010091946AMSLIHMX.htm

http://www.nasa.gov/offices/oce/appel/ask/issues/41/41i_jamming.html

http://www.nasa.gov/offices/oce/appel/ask/issues/41/41i_jamming.html

Kate Pugh, AlignConsulting and

Columbia University• Kate has 17 years of consulting and seven years of industry experience. She held

leadership positions with Intel Corporation, JPMorgan, and Fidelity. She is on the

faculty of Columbia University’s Information and Knowledge Strategy Masters

program, and is author of Sharing Hidden Know-How (Jossey-Bass/Wiley, 2011).

• Kate has helped launch and/or run over 20 knowledge networks (communities of

practice), including Intel’s award-winning Enterprise Architects’ community.

• Sample clients include Cubist Pharmaceuticals, Fidelity Investments, The Gates

Foundation, Institute for Healthcare Improvement, Medtronic, Mitokine Bioscience,

Project Management Institute, and The World Bank. Kate is on the Board of

Knowledge Mgt. Institute Canada.

• Kate has an MS/MBA from MIT Sloan, a BA in Economics from Williams College,

and certificates in Dialogue, Facilitation, Mediation, Project Mgt., and LEAN Six

Sigma.

• Kate has articles in Harvard Business Review, NASA Ask Magazine, Reuters Great

Debate, Ivey Business Journal, and the Journal of Digital Media Management.

23

www.alignconsultinginc.com

[email protected]

Twitter: @katrinapugh





http://www.alignconsultinginc.com/


#3 Expert/Learner balance example

• “As a social artist you really need find a way to get

people to recognize the learning partner in others.

Self-design helps you to focus on the practice.”


Beverly Trayner, International Social Learning Strategist, Columbia University

Information and Knowledge Strategy Masters Program, Interview, 11/2/11

#5 Operating Model example

25

Other

Funding

OrganizationKnowledge Network

Core Team

KN Manager

KN

Discussion

Group

Other

Funding

Organization

Other

Funding

Organization

Working

GroupWorking

GroupWorking

Group

© AlignConsulting www.alignconsultinginc.com © AlignConsulting www.alignconsultinginc.com

#7 Facilitation and Social Norm

Development exampleThe Guidelines for the Health and Business Roundtable Indonesia Based on

Human Rights and Business Roundtable, The Fund for Peace (1997):

State the goal of the dialogue shared by participants.

State the objective of the dialogue.

Highlight the importance of guidelines for ensuring an atmosphere of

sustained dialogue (share information and build the relationships needed

to meet the shared goal and objective).

Include confidentiality (not secrecy) as a key component (e.g., no

attribution to individuals or their organizations)

Guidelines for meeting notes, formal presentations will be handled (e.g.,

confidentiality, length, distribution permissions)

Dialogue is meant for sharing information to build good practices and

share lessons learned, not promotion or public relations. (No

representatives of the media)

Source: Company-Community Partnerships for Health Worldwide


http://www.fundforpeace.org/

http://www.ccphw.org/healthandbusinessroundtableindonesiaguidelines




#7 Facilitation and Social Norm

Development example

Integrity

Courtesy

Source: Columbia University Information and Knowledge Strategy Masters Program, 2011


Inclusion

Translation

Online Ground rules

#8 Measurement Feedback and Incentives

Example

• We also had a community business impact study that focused on

the value that active members received from the community…

• Members who get a lot of value from their community also are more

satisfied with their jobs, and more of them say their work gives

them a feeling of personal accomplishment. In fact, the delta

between the community members in the business impact study

and the overall results for the BU sponsoring the community

was 27 percentage points. This was pretty eye-popping to

executives.


11/11/09, Alice Dunlap, [email protected] in SIKM Leaders community discussion.

IBM 2009 Knowledge Network (CoP) Study



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