How do #trust, beliefs and assumptions interplay with #perspectives?

Indian elephants are known to be tied with a rope to a small pole (an assumption). Their perspective of their own strength seems to be limited owing to training received at a very young age.

Similarly, we tend to acquire the faith our parents have until we meet with incidents that confirm, strengthen or ask us to doubt that faith. Quite often the faith that we have is not supported by proof that a logical mind would seek. Yet, we justify that faith through our actions every day. We do seek a foil of doubters that makes us stronger in such faith.

In the latter concept we infer from the whole to the part e.g. As an analogy, one can only have fraudulent or counterfeit notes or coinage if the country has official notes/coins that are accepted as benchmark currency. You can only have doubters if there is an agreed faith. The existence of doubters alone does not allow you to infer a faith or belief.

In Corporate life, we base actions on beliefs and attach labels such as ‘values’ to those beliefs that fundamentally describe what we are and how the organization wishes to operate. How do you measure ‘trust’, ‘integrity’ or the like unless such are defined through actions and reactions in the organisation. Trust has to be established as the whole before one infers the part of the organ that doesn’t trust. Having procedures that check processes and policies are adhered to, are an acknowledgement of the exception and damage those can do to the organization. It is necessary as the cost of not doing so exceeds the cost of doing so. It does not mean an organisation mistrusts you as we said one should not infer from the part to the whole.

Trusting anyone doesn’t come easy once such trust has been broken BUT do we leave our job if we don’t trust our peers and leaders? Possibly, you do not realise that you are tied to that little pole that makes it very difficult to move to an alternative work or life space as the comfort in one’s close environment is very important as well. However, leaving the environment will possibly also not create the trust you may seek. You have to find a way of living with doubters as that is normal.

When you add assumptions to the same fray you will realise that this provides for a very uneven platform when you start a conversation with a new business partner. Even within the organisation it usually helps to crystallize those beliefs and assumptions under which the parties operate. This would, in my view, only be work consistently if those affected start with an assumption to trust their relationships and environment. Even if you start with that assumption, it is acceptable to check that your trust is warranted.

Predictability of actions and reactions of peers builds trust. So does support by leaders and peers when one challenges those not acting in accordance with the organisation’s values.

Crucial to success is the leadership’s acceptance and support throughout – #living the values becomes a way of being, not just a number on the scorecard. I enjoyed reading #Barrett’s books on the subject and find measurement of the status, changes therein, individual’s beliefs in what they are and what they wish the organisation to be invaluable as an insight (www.valuescentre.com). Phil Clothier (CEO) @philclothier, is very approachable and able to provide support through their network, should it be required. Please bear in mind that as in any tool, its usefulness depends on how it is applied and embedded in the organisation’s processes and people for that matter.

The #interplay of #trust, #beliefs and #assumptions seems clearer, and anyone understanding such interplay would come to understand oneself much better. If one accepts that these factors individually and through their interplay shape one’s #perspective at all times and obviously those of others, effective personal communication will not be that far away. So, do not be tied to one pole or multiple poles that provide a framework without understanding why. Be open to learn about yourself and through that about others.

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