The Fifth Element: Trust
The four elements traditionally recognized as productive factors are land, labor, capital, and entrepreneurship.
Although since the dawn of economic studies, interpersonal trust has been recognized as playing a crucial role in the creation of value for society and organizations, there are still no management tools available that enable companies to measure and manage trust in an effective way.
After all, we only measure what we believe to be measurable and Trust is certainly one of the toughest things to measure.
The limits of "downstream" measures of trust
Conventional approaches propose validated scales to explicitly measure quantities referring to the company as a whole or to aggregates of people working in the company (they are based on explicit, conscious responses to a list of questions such as "to what extent do you agree with the following statement...?").
Usually, trust towards the organization as a whole or trust towards supervisors or colleagues is measured as such; even ethical climate, organizational identification, psychological safety, and so on....
But organizations are made of people, so our model want go go further the conventional approaches by taking a deeper dive into the source of trust. We assess one of the core elements of individuals' potential: their ability to generate interpersonal trust and a sense of inclusion.
Classic questionnaires, psychological scales, and explicit assessments of trust only observe the manifestations and behaviors that result from a presence or absence of trust: for example, an unfulfilled commitment, or fear and therefore an inability to delegate.
However, by doing so, we're only measuring the downstream effects of trust, and we don't have actual indicators on how these behaviors arise, evolve and spread within your team.
We measure "Upstream" Trust
With our implicit assessment tasks, we measure the ability of each member of your team to generate trust and inclusion.
We do this by integrating a pairwise choice contest with an analysis of the kinematics of the respondent's choices, thanks to a re-parameterization of responses which is discounted from uncertainty based on the reliability of the responses obtained.
We can customize your design and introduce additional measures that meet your company's specific needs.
Thanks to Social Network Analysis we are able to evaluate the degree of robustness of the network, i.e. its ability to withstand external shocks.
For example: what would be the effect on the network and information flow if a specific employee left or was transferred?
If your company is represented by a centralized network, it's clear that information, trust, inclusion... everything is centralized into one individual. How risky might it be to rely on such a structure?
If your company is represented by a decentralized network, there are many teams that in turn represent centralized micro-networks. What is the person who can get the teams to communicate with each other? What would happen if these people left the teams?
If trust, inclusion, and information in your company are represented by a distributed network, it's probably able to easily re-distribute itself when needed.
Tantissimi contenuti dal mondo della ricerca scientifica, curati e revisionati dal nostro team, dove ti spieghiamo le potenzialità del neuromanagement e delle tecniche di ricerca delle scienze comportamentali e delle neuroscienze, applicate al mondo delle HR.