Hi Michael and all our other travel compagnons on the road that never
ends,
> My response is the classic, "It depends." I think the starting point
> needs to be clarified. I may very well have missed it, but I don't
> remember seeing the word "trust" used in our recent conversations about
> learning, learning styles, and regarding the use of cynicism.
...snip...
> I have used a trust model that has four levels (which I will describe
> moving from the base upward):
> Trust starts with building a foundation of "making and keeping
> agreements."
> Credibility. Credibility means being believed. It comes from experience. People tend to accept you more for your word. You do not need to prove something to the ultimate.
> Once people have a credible relationship they move to the third level
> which is "openness."
What is the fourth level? Did i miss it?
I like the opportunity to speak what's on my mind:
During my practice-years in the field of manufacturing logistics i also
used a four part model: trusting, communicating, committing and companying
(used to be co-operating). Trusting improves communicating, makes making
commitments easier and supports cooperating. And vice versa, mutatis
mutandis. I derived it from applying systems thinking to the various
(4)logistical problems and their solutions (unlimited). These processes
i've related to levels of inventory (I), throughput (T), operational
expenses (OE) and delivery reliability. Using this model i'm able to show
how ERP, JIT, TQM, BPR and TOC - and other TLA's - are just different
aspects of the same improvement process. People and experts are very much
impressed, but i have some trouble in "selling" it.
Recently i also managed to squeeze change processes into the model - by
making it self-referential -, showing how different people have different
views on reality and therefor have different expectations on processes
like trusting, communicating, committing and companying. For instance:
some people think that trusting means keeping agreements - and they are
right; other people tend to assume that trusting means having credibility,
being reliable, being able to perform, to deliver - and they will be
proven right; some other people may think that trusting means openess, the
ability, the willingness to accept different views - and they shall see
that they are right; For some however, trust may be an expression of
wholeness, a trusting hand, a God to trust on or Nature that is ultimately
dependable of a Force that will guide us - and they will find the truth.
The problems with putting theory into practice or issues arise when we get
into conflict about these different perceptions, when people think it is
better to to convince others about their standpoint, their "right". I once
was told: "het gaat er niet om om gelijk te hebben, maar om gelijk te
krijgen", roughly translated: "it is more important that people agree with
you then having it right". I did not and still do not agree with that.
I could also illustrate the three other processes in these four ways, but
it think you'll get the drift.
So your phrase "it depends" is right at the centre of the problem: not
only does it depend on the theory, it also depends on the situation, it
also depends on the expectations on the situation of a person applying the
theory - perhaps mostly on the personality - and it depends on the pratice
as a result from the combination person, theory and situation. Finally it
depends on the ability (personal mastery) of creating and sustaining
intentional change - or differences, which is to me the same - while
accepting that our compagnons travel with a different theory.
> Which leads me to an aside. I have only been reading/participating on the
> list for a year. So I still feel somewhat of a "newbie." A surprising
> (to me) amount of discussion has recently covered: list management,
> personal motivations etc.
> I have a rule of thumb that I try to adhere to in our business and when I
> am working a team member or team lead. One of my friends dubbed this
> Mike's Rule Number 1: "Don't trash your neighbor (i.e., question your
> neighbors motivation or judgment), but speak what's on your mind."
> Perhaps, if we clearly focus our critical, but useful, remarks on the
> facts and stay away from personal attacks we can continue to learn,
> improve the usefulness of this medium, which sometimes feels awkward, and
> move forward in our personal journeys.
Right!
> Best wishes to all for the holidays and the new year!
And to you Michael and others.
-- With kind regards - met vriendelijke groeten,Jan Lelie
Drs J.C. Lelie CPIM (Jan) LOGISENS - Sparring Partner in Logistical Development Mind@Work est. 1998 - Group Resolution Process Support Tel.: (+ 31) (0)70 3243475 or car: (+ 31)(0)65 4685114 http://www.mindatwork.nl and/or taoSystems: + 31 (0)30 6377973 - Mindatwork@taoNet.nl
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