On a Foundation of Trust

Building a Culture of Continuous Improvement

David W. BowmanSeptember 2018

Where Does Trust Come From?

Perceptions / Beliefs

Thoughts / Feelings

Actions / Behaviors

Results

Consequences

EXPERIENCES

Intro

duct

ion

2

How it all

works

Results

Behaviors

Thoughts

Feelings

Experiences

Perceptions/Beliefs

Consequences

Intro

duct

ion

3

Changing Experiences, Gaining Trust

Accountability

Commitment

Decisions

Step

1 –

Know

wha

t goo

d lo

oks

like

4

Working with 3

Accountability

Commitment

Decisions

Individuals

Leadership

Organization

Step

1 –

Know

wha

t goo

d lo

oks

like

5

Accountability Accountability Types Single-Point (Individuals) – Do what

you are supposed to do

Management (Leadership) – Inspect what you expect. Lead by example

System (Organization) – Provide a robust systemSt

ep 1

–Kn

ow w

hat g

ood

look

s lik

e

6

Commitment

Individuals are committed to adding value and sharing best practices

Leaders seek opportunities to provide positive reinforcement

Organizations develop and demonstrate direction

Step

1 –

Know

wha

t goo

d lo

oks

like

7

Decisions Individuals make controlled decisions

based on consequences rather than likelihood

Leaders help remove obstacles allowing conservative decisions

Organizations emphasize learning and remove latent organizational weaknessesSt

ep 1

–Kn

ow w

hat g

ood

look

s lik

e

Disclaimer: Don’t use this to make decisions!

8

Know Where You AreSt

ep 2

–As

sess

the

Unk

now

n

9

“The Survey Says”

Take an anonymous culture survey (Organizational Alignment Survey)

Table Top Exercise – Rate yourself, take one with you!

Step

2 –

Asse

ss th

e U

nkno

wn

10

What to Work On Knowing where gaps exist in the organization

and about yourself can help direct movement

Create an action plan and establish a vision for where you want to go

Create actionable, obtainable goals to correct the three primary areas of alignment ; Accountability, Commitment, and Decisions

Establish as Change Management Plan / Vision

Step

2 –

Asse

ss th

e U

nkno

wn

11

Work the Plan

Step

3 –

Esta

blis

h N

ew E

xper

ienc

es

Deming's PDAC Continuous Improvement Cycle

12

Plan, Do, Check, Act Plan (Using Kotter’s methods)

Establish a sense of urgency

Create a Powerful Guiding Coalition and establish Vision

OVER communicate the vision

Communicate the vision, repeat…St

ep 3

–Es

tabl

ish

New

Exp

erie

nces

13

Do (Using Kotter’s methods)

Remove obstacles to change

Plan for and create short-term wins

Focus on actions that can be done in a reasonable amount of timeSt

ep 3

–Es

tabl

ish

New

Exp

erie

nces Plan, Do, Check, Act

14

Plan, Do, Check, ActSt

ep 3

–Es

tabl

ish

New

Exp

erie

nces

Check (Using Kotter’s methods)

Inspect what you expect, provide coaching and mentoring

Refrain from declaring victory too soon; be honest about progress

Ask for feedback

15

Plan, Do, Check, ActSt

ep 3

–Es

tabl

ish

New

Exp

erie

nces

Act (Using Kotter’s methods)

Embed changes into the corporate culture

System level integration of the changes include procedures

16

TrustSt

ep 4

–Ex

perie

ncin

g Tr

ust C

ultu

re

“Whoever is careless with the truth in small matters cannot be trusted with important matters.” - Albert Einstein

17

Embedded Trust Experiences change perceptions Know where the gaps are and close them

Focus on a vision

Roll out the change

Share the information

Adjust or Act upon feedback

Establish the changeStep

4 –

Expe

rienc

ing

Trus

t Cul

ture

18

Foundation of Trust Trust permeates the organization

People are not looked at as the problem but rather the solution

Understanding behavior and challenging the robustness of the system

Just culture / culpability is understoodStep

4 –

Expe

rienc

ing

Trus

t Cul

ture

19

Summary - 4 Steps

Know what good looks like

Assess the Unknown

Establish New Experiences -Implement Change

Embed Trust

Sum

mar

y

20