‘In every human organisation there is a tension between its designed structures, which embody relationships of power, and its emergent structures, which represent the organisation’s aliveness and creativity. Skillful managers understand the interdependence of design and emergence.’
As usual nothing is as straight forward as it might seem. I was reviewing the three areas that I believe most impact trust (consistency, transparency and mutual support) and realised that they were not the whole story. Each term needed to be balanced by another awareness
So, how does someone trust your organisation when everything is constantly changing? Has anyone ever articulated what it is about your organisation that they trust? And what happens when those criteria (conscious or unconscious) change over time?
“You never change things by fighting the existing reality. To change something, build a new model that makes the existing model obsolete.” Buckminster Fuller The Working in Trust purpose is to take an already proven form of business organisation – Business Trust – and develop it into an effective organisational model that helps to align […]