Trust in a Collaborative Working World

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This topic contains 3 replies, has 3 voices, and was last updated by  Corey McCarren 6 years, 6 months ago.

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  • #157940

    Henry Brown

    With all the “chatter” about Teleworking; Remote working; ROWE, Thought this discussion blog brings to the table an additional IMPORTANT piece of the puzzle.

    If this blog posting is “typical” within days it will take several hours to read all the comments…

    From BT blog

    Trust and collaboration Today you could find yourself needing to work closely with someone you’ve never heard of before, have never met face-to-face and who comes without all the usual reassurances of being known by someone else within your enterprise — in short, a total stranger.

    Oh, and you have to create a close, productive way of working together almost instantly. Welcome to work in the joined-up world. It’s a strange situation where the faster-faster-faster speed of business and technological advances that create connections between people who have never met before, combine — turning traditional ways of building and maintaining teams on their head. This is where collaborative working and its supporting tools come in; but these are nothing without trust.

  • #157946

    Corey McCarren

    An interesting point. A ROWE work environment could lead to the need for building relationships much more quickly than we are used to, even from an employer to employee standpoint. If an employer hires someone who is telecommuting they must immediately trust them to do their job well with very little supervision.

  • #157944

    Stacey Swanson

    The foundation of ROWE is trust. Trust that everyone is focused on the same outcome- they are there for the greater good. Just like any relationship, in a ROWE, trust is earned. If someone misses deadline after deadline, it will be difficult to have trust that you can depend on them to deliver. And in those cases, you have a performance issue.

    Can supervisors trust that people can focus on results? Yes. Do consequences need to take place if they do not achieve their results? Yes.

  • #157942

    Henry Brown

    Yes Stacey, and IMO Trust is the BIGGEST reason that it was unsuccessful within OPM, Yea they used other terms “poor result identification; inability to identify job descriptions; etc.”

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