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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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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