Recognizing and Cultivating Trust: The Primary Driver of Network Impact

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) Pugh
President, Faculty
AlignConsulting, Columbia University
Assisting with chat questions: Hosting:
April Hunt, Nonprofit Webinars Sam Frank, Synthesis Partnership

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Of: Sponsored by:

Recognizing and Cultivating Trust
…The Primary Driver of Network Impact

The Knowledge Network (or Community of Practice) is
a powerful organizational model for organizations to
Nonprofit Webinars innovate, coordinate, build capacity, and translate
ideas rapidly into action. On November 30, 2011 we
March 28, 2012 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.
Kate Pugh
AlignConsulting What builds trust in a network? What erodes it? What
Author of Sharing Hidden Know-How can we design into the network -- into its structures,
relationships, measures -- to build trust and
www.alignconsultinginc.com trustworthiness? We'll look at recent research on the
katepugh@alum.mit.edu mechanics and science of trust, and look at several
Twitter: @katrinapugh case studies of networks where trust translates into
volunteerism, innovation, and collaboration. We'll also
v7 revisit each of the 8 network design dimensions with a
trust lens.

© AlignConsulting www.alignconsultinginc.com 5

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


When we left off:
What’s a “knowledge network”?

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 Impacts

What levers What What tone and What are the
do we pull as dynamics behaviors do impacts?
we influence come into we see? 1. Learning/Innovation
2. translation/adaptation
the network? play?
3. coordination
4. practitioner support


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


When we left off:

What you said
“Which of these behaviors is lagging in your knowledge network?” (Percent of
respondents who named each behavior)
0.6
53% 50%
0.5
44%
0.4 38%
0.3 28%
0.2

0.1

0
Commonly Collaboration Cohesiveness Connectivity Using a
agreed goals and trust (“networked” working
and objectives beyond the KN) 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/


Define trust for today’s discussion
Geoffrey Hosking (2010): Larry Prusak (2011): Steven Covey (2012)
• “Attachment to a person, • “Trust is • “Trust is confidence”
or collective of Anticipatory specific
• “Trust includes
persons, based on the reciprocity”
character and
well-founded but not
• “Trust is the new gold. competencies.”
certain expectation that
Equally valuable, but
he/she/they will act for • “Your trustworthi-
for too many
my good.” ness is a factor of
companies and too
my analysis and my
• “The expectation, based many leaders not
attitude.”
on good but less than nearly so obviously
perfect evidence, that worth the effort.”
events will turn out in a
way not harmful to me.

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…

Bonus!

“Can’t trust those free-
riders” “Can’t trust those institutions”
“Can’t trust those (Result: scrutinize the (Result: Arab spring, Greek
bosses” safety net) demonstrations, Occupy
(Result: trust- movement, Tea Party, Dodd
erosion favors Frank regulations)
layoffs over wage
reductions)


…but, we’re wired for trust
Puzzles

• 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
 Consistency
2. Match words and deeds  Integrity
3. Communicate often and well  Transparency
 Curiosity
4. Establish shared vision, language  Accountability
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

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” “No”
– Big – Diverse
– Structured (some) – Decentralized
– Rubs elbows with – All about practice, not
institutions power
– Image/optics matter – Bound by social ties


Networks’ “Trust Account” (3 Ps)
Proxies (declarations, certifications,
affiliations, endorsements,
relationships)

Persistence (charters, ground rules,
schedules, that signal trustworthiness)
 Consistency
 Integrity
 Transparency
Performance (Experience over time)  Curiosity
 Accountability


.

How do you get there? (Recall: 8 general
knowledge network design dimensions)
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


Robust knowledge networks design trust in
8 times!
Proxies 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
Persistence 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
Performance 8. There is follow-through, measurement, recognition


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
Museum Collaborative
– Asymmetry of capabilities
– Convene with mtgs, platforms,
not addressed
gatherings, communications
– Assumed shared vision
– Metrics routine, published
– 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 NASA Ask Magazine
Synch.rono.us Blog, July 19, 2010 NASA Ask Magazine
• Jamming with the Institute for Healthcare
Improvement “ by Katrina Pugh and Jo Ann
Endo, NASA Ask Magazine, Winter, 2011)


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,
www.alignconsultinginc.com and certificates in Dialogue, Facilitation, Mediation, Project Mgt., and LEAN Six
katepugh@alum.mit.edu Sigma.
Twitter: @katrinapugh
• Kate has articles in Harvard Business Review, NASA Ask Magazine, Reuters Great
Debate, Ivey Business Journal, and the Journal of Digital Media Management.


#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
Other
Other
Funding
Other
Funding
Knowledge Network Organization
Funding
Organization
Core Team Organization

KN
Discussion
Group

KN Manager Working
Working
Group
Working
Group
Group


#7 Facilitation and Social Norm
Development example
The 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


#7 Facilitation and Social Norm
Development example
Online Ground rules

Integrity Inclusion

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


#8 Measurement Feedback and Incentives
Example

IBM 2009 Knowledge Network (CoP) Study
• 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, abdunla@us.ibm.com in SIKM Leaders community discussion.


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