About Trust

Lately, I have been facing many problems due to the lack of a collaborative culture within companies. Although Facebook and LinkedIn are full of all sorts of articles/calls for action on this topic. In reality, organizational leadership often neglects collaboration. (regardless of its type).

The behavior of those involved in a project or in the daily activities of an organization is, from my point of view, crucial for creating and maintaining a collaborative environment. Unfortunately, behavior can be influenced, and a lack of trust often fuels harmful behavior. Therefore, in any activity that includes human interaction, divergences can easily escalate into conflicts. I don’t think there is a group of people who interact frequently where conflict doesn’t arise after a certain time. I haven’t met one.

Conflicts are inevitable, but how can we prevent them from widening the gap caused by a lack of trust? How do we mediate these conflicts, and what are the parameters that must be considered when we try to extinguish the fire of a conflict so as to create or maintain a collaborative environment?

Well, according to Facebook/LinkedIn, it seems we all know what to do :). We need to mediate the situation or negotiate with the “opposing party” so that at the end of the process we have a “win-win” situation. Okay, thank you for the hint, but what does that mean? What should I keep in mind when I am put in such situations?

First of all, I believe that there shouldn’t be “them” and “us”. The problem belongs to all parties involved, and without finding a solution that satisfies “everyone”, we will not be able to close the problem that has arisen. Or we will close it, but another one will appear immediately, on the same basis of lack of trust (which, by the way, can deepen).

The second aspect refers to how we look for the solution to the problem. From my own experience, I can say that in 99.9% of cases, the optimal solution is when all parties involved have something to do. Individual approaches often lead to blame, accusations, and frustration.

The third aspect is the one related to the chosen solution itself. I have often observed “magic formulas” imposed by those in positions of authority. Don’t do that. If the solution fails to satisfy all parties, trust will erode, potentially leading to further conflicts, even if the solution appears effective initial.

Throughout the “negotiation” process, emphasize the interdependence of the involved parties. Demonstrate that collaboration is essential for achieving the desired outcome. Numerous examples have demonstrated that collaboration is crucial for progress and development. The power of independence, misunderstood, destroys collaboration and implicitly destroys the “fractions”.

Finally, prioritize open and honest dialogue. Maintain openness and avoid approaching discussions from “positions of power”. Encourage flexibility in thought and expression. It is the only way of communicating that can lead to a climate of trust and collaboration.

Trust is vital in any collaboration, so it’s essential to safeguard it. As the saying goes, trust is hard-earned and easily lost, making it crucial for leaders to prioritize and protect it.

Building a culture of trust and collaboration is a continuous process, but the rewards are well worth the effort. By encouraging open communication, promoting shared responsibility, and prioritizing solutions that benefit all parties, you can create a project environment where conflicts are seen as opportunities for growth and every team member (no matter if is “us” or “them”) feels valued and heard. Take the first step today. Start a conversation, address a conflict with empathy, and build a foundation for lasting trust.