Professor Mike Hardy Centre for Trust, Peace and Social Relations at Coventry University Discussion : Trust as a fundamental concept of Leadership, social

Professor Mike HardyCentre for Trust, Peace and Social Relations at Coventry University

Discussion: Trust as a fundamental concept of Leadership, social relations and peacebuilding

Shangri-La HotelUlaan Baatar

December 03, 2015

Ann-Marie Nienaber

Missing is the format Action titles at the top page numbers and header

1. Why is trust important?Our work in Centre for Trust, Peace and Social RelationsTrust matters

2. Trust in people, distrusting institutions

3. Working on matters of trustTrust for economic growth and development through future leaders Combining academic research with practical actions

Trust for leadership, social relations and peacebuildng






Three key points:

• Social trust is a deep-seated indicator of the health of societies and for economies

• Historians and commentators are fixated on power and conflict –we need to say more about trust and social solidarity

• Doing so will better help our understanding of distrust and social disharmony

Innovative, participative and impact

focused

Integrated peacebuilding

Trust between people and

with organisations

Living side-by-side

Origins and destinations: examining conflict

Migration, displacement and belonging

Communities and change

Faith and peaceful relations

Armed violence and illicit activity

Non-violent conflict

transformation

Trust and workplace relations

Research Groups

Willingness of one person to be vulnerable to another party

What is trust?

A psychological state comprising the intention to accept vulnerability based upon positive expectations of the intentions or behaviour of another (Rousseau, et al., 1998: 395)

Confidence Vulnerability

Risk

What is trust?

Universalistic Perspective

Vs.

ContingencyPerspective

Trust Disposition

Trust as a Decision

Trust as An Action

Trust as a Belief

Institutional Perspective

Vs.

InteractionalPerspective

Conceptualization of trust

Nienaber et al. (2015) Journal of Managerial Psychology

Perceptions: how do we feel?

How we approach conflict



3. Working on matters o ftrustTrust for economic growth and development through future leaders Combining academic research with practical actions


Trust in people vs. trust in institutions

• trust has the power to create the perception of order, predictability, psychological safety

• but different kinds of trust: trust in people vs. trust in institutions (or "system trust") (Luhmann, 1979; Giddens, 1990)

• frequent pattern in former Soviet states: trust only those you know (friends & family),

distrust all institutions (see Sztompka, 1999)

• (while people feel the need to trust, one type of trust can substitute for the other)

What are the dangers?

• Sometimes people look for other institutions to trustnew objects of trust can be positive "moral"

institutions (e.g. churches and religious institutions; Borowik, 2002)

• danger: loss of perceived "order" can lead to other, more problematic objects of trust (see Gambetta, 1988: trust in the mafia!)

• danger: economic growth can intensify rather than solve this problem (when there is a feeling: more opportunities, but not for me)

this problem is not easily solved by economic "gifts" – trust in this context seems to rely on opportunities for active participation

What happens in the transition?

not all trust is positive "social capital"!

• lack of trust in institutions – and personal trust between dissidents – is often seen as one cause of transition from communism to democracy (Morgner, 2013)

• lack of trust continues after transition (Sztompka, 1996; Mishler & Rose, 1997)

• challenge: to change this pattern in transition to democracy (even though deeply engrained!) – create trust in new democratic institutions

Trust in people trust in institutions

Can we transform trust between people into trust in institutions?

Little research to date, but some emerging paths:

• Promotion of social norms and of dialogue (Kroeger, in press a; Cook et al. 2009)

• "Facework" by important representatives (Kroeger, in press b; Giddens, 1990)

Further reading• Borowik, I. (2002). The Roman Catholic Church in the process of democratic transformation:

The case of Poland. Social Compass 49: 239–252. • Cook, K. S., Levi, M., & Hardin, R. (eds.) (2009). Whom can we trust? How groups, networks,

and institutions make trust possible. New York: Russell Sage.• Gambetta, D. (1988). Mafia: the price of distrust. In Trust: Making and breaking cooperative

relations. OXford: Blackwell, 158-75.• Giddens, A. (1990). The Consequences of Modernity. Cambridge: Polity.• Kroeger, F. (forthcoming a). The development, escalation and collapse of system trust.

European Management Journal.• Kroeger, F. (forthcoming b). "Facework" and the creation of organisational and system trust.

Cambridge Journal of Economics.• Luhmann, N. (1979). Trust and Power. Chichester: Wiley.• Mishler, W., & Rose, R. (1997). Trust, distrust and scepticism: Popular evaluations of civil and

political institutions in post-communist societies. Journal of Politics 59: 418–451.• Morgner, C. (2013). Trust and Confidence: History, Theory and Socio-Political Implications

Human Studies 36: 509–532.• Sztompka, P. (1996). Trust in emerging democracy. Lessons from Poland. International

Sociology Journal 11:, 37–63.• Sztompka, P. (1999). Trust: A Sociological Theory. Cambridge: Cambridge University Press.





World leading research that is relevant and contemporary, distinctive and problem-centred

What are we thinking about today?

1. Changing demographics and the velocity of change

2. Place of religion in secular states

3. Rising economic inequality

4. Development of media, technology and connection

5. Challenges to leadership and governance structures


Creative thinking

• Migration• Diversity• Integration• Social cohesion• Conflict• Peace• Security


Creative thinking

• Migration• Diversity• Integration• Social cohesion• Conflict• Peace• Security

• Movement• Mixture• Coexistence• Accepted social norms• Sustainable development• Vulnerability• resilience


Creative thinking

• Movement• Mixture• Coexistence• Accepted social norms• Sustainable development• Vulnerability• Resilience

Global

Compa

ss

resilience

Continuous change

vulnerability

Disruptive change

A working model

Relationships for security

and prosperity

More clarity and certainty

Change, less predictability

including perceptions

A working model


and prosperity

Resilience and

preparedness

Vulnerabilities and

exposure

A working model


Resilience and

preparedness

More clarity and certainty

Vulnerabilities and

exposure

Change, less predictability

including perceptions

Questions – we have to ask

Q4: how to plan, develop and

mobilise capacities to respond to

threats/risks in an effective, efficient

and sustainable way

Q3: how can we facilitate the use and development of capabilities by

utilising innovation and new

developments

Q1: how to understand effects of

threats ….in relation to their vulnerabilities

Q2: how can we reduce

vulnerabilities by using opportunities

and capacities, technological or

otherwise?

Ability Benevolence Integrity Predictability

Measurement of trust

16 Key Attributes to Building Trust

INTEGRITYHas ethical business practicesTakes responsible actions to address an issue or crisisHas transparent and open business practices

ENGAGEMENTListens to people’s needs and feedbackTreats employees wellPlaces customers ahead of profitsCommunicates frequently and honestly on the state of its business

PRODUCTS & SERVICESOffers high-quality products or servicesIs an innovator of new products, services or ideas

PURPOSEWorks to protect and improve the environmentAddresses society’s needs in its everyday businessCreates programs that positively impact the local communityPartners with NGOs, government and 3rd parties to address societal needs

OPERATIONSHas highly-regarded and widely-admired top leadershipRanks on a global list of top companiesDelivers consistent financial returns to investors

Professor Mike HardyCentre for Trust, Peace and Social Relations at Coventry University

Discussion: Trust as a fundamental concept of Leadership, social relations and peacebuilding

Thank you

Ann-Marie Nienaber

Missing is the format Action titles at the top page numbers and header

Documents

Professor Mike Hardy Centre for Trust, Peace and Social Relations at Coventry University Discussion : Trust as a fundamental concept of Leadership, social