Importance of trust in social dialogue

📢 Enhancing Democratic Trust Through Data-Driven Public Communication A new report by the Joint Research Centre (JRC) of the European Commission sheds light on the critical role of trustworthy public communication in strengthening democracies. 📊 Key Data Insights: Public Trust and Governance: Trust in government correlates strongly with the quality of governance. For instance, countries with high governance quality, such as Norway and Sweden, also exhibit high public trust levels. Conversely, in countries like Romania and Mongolia, low governance quality aligns with low trust levels. Impact of Trust on Compliance: Higher trust in public administrations can significantly influence compliance with public policies. For example, increased trust in health authorities could save millions in healthcare costs by improving compliance with vaccination programs. During the COVID-19 pandemic, misinformation cost the Canadian healthcare system at least $300 million due to lower compliance with health guidelines. Survey Insights: Values-Based Messaging: A survey of 1,548 participants across CZ, EL, FR, and SE revealed that transparency and clarity in public communication are paramount to building trust. Political Moralization: Involving 2,324 participants across DE, DK, FR, PL, PT, RO, and the US, this survey highlighted the need for public communicators to address the moral implications of policy decisions transparently. COCOMI Project: Data from 5,228 participants in DE, EL, IRL, and PL underscored the importance of engaging citizens in meaningful dialogue to understand their values and concerns better. 📈 Tangible Numbers: Economic Impact of Misinformation: Addressing misinformation proactively can prevent substantial economic losses. The $300 million cost to the Canadian healthcare system is a stark reminder of the financial implications of unchecked misinformation. 🌍 Broader Implications: Values Segmentation: Instead of targeting individuals, segmenting audiences based on shared values can create more resonant and effective messages. This approach ensures that public communications are transparent and accountable. Pre-emptive Strategies: Engaging with public concerns before policy implementation can build trust and combat misinformation. Effective pre-emptive communication can mitigate misunderstandings and establish public communicators as reliable information sources. Evaluation and Skill Development: Ongoing evaluation of communication strategies is crucial for their success. Developing new skills and competencies in public communication professionals will be essential to address future challenges in the information ecosystem. Authors: Laura Smillie, Mario Scharfbillig Download: https://lnkd.in/dEcx5gES EU Science, Research and Innovation

Sunlight is the best disinfectant. In the context of high-performing teams, that means transparency, honesty, and open dialogue are essential for trust, innovation, and long-term success. When challenges, concerns, or differing perspectives remain in the shadows teams risk stagnation, missed opportunities, and even significant setbacks. This can be because of fear of conflict, hesitation to speak up, or an outdated mindset that prioritizes harmony over truth (aka the traditional way of thinking). The traditional way of thinking suggested that staying quiet was a way to protect colleagues from criticism, but in reality, the greatest disservice we can do to our teammates is to withhold valuable insights that could help them succeed. The strongest teams recognize that candor is not about tearing others down, but about a shared commitment to excellence, accountability, and continuous growth. When teams embrace open communication and operate in the full light of transparency, they unlock a level of trust and collaboration that makes it possible to achieve extraordinary results.

Not many people see difficult conversations as crucial for executing strategy, yet they are, and for several reasons. Strategy execution relies on alignment, accountability, and agility, all of which require open, honest communication, especially on uncomfortable topics. Alignment across an organization is vital. Strategies often involve change, which can be met with resistance. Difficult conversations ensure everyone understands the strategy, their role, and the importance of their contributions. For instance, addressing resistance to a new initiative through candid discussions can uncover and resolve root causes, and lead people in a common direction. Accountability is also crucial. When expectations aren't met, tough conversations about performance and results are necessary. These discussions maintain standards and ensure responsibilities are met. Without them, under performance persists unchecked, undermining the strategic effort. Leaders avoiding these conversations may signal that mediocrity is acceptable, eroding the organization's commitment to success. Additionally, difficult conversations promote transparency and trust. Open dialogue about challenges builds trust and encourages valuable feedback. This trust is foundational for collaborative problem-solving and innovation. Teams that trust each other share information, seek help, and work together to overcome obstacles, essential for adapting to changes and driving key initiatives. Agility, another key component, allows us to adjust to new information or shifting circumstances within our strategy. Difficult conversations can quickly address issues, re-evaluate priorities, and cause the right adjustments to happen. For example, a pointed discussion about a failing project can lead to a pivot, saving time and resources. Having difficult conversations reveal valuable insights. Front-line team members often carry different perspectives than those above them. Honest dialogue can uncover practical challenges and innovative ideas that might not surface in routine discussions. This bottom-up feedback is vital for leadership to "fill in gaps of understanding" and negotiate organizational dynamics. While inherently uncomfortable, difficult conversations are indispensable for effective strategy execution. Leaders who master them position their organizations for greater strategic success by navigating complexities with clarity and confidence, ultimately achieving results faster. #ceos #leadership #difficultconversations #strategyexecution

While INTEREST-based conflicts can generally be solved through information, compensation, or negotiation, in VALUES-based conflicts: 👉 Information is seen as PROPAGANDA 👉 Compensation is seen as BRIBERY  👉 Negotiation is seen as BETRAYAL In recent conversations about how to navigate change in a context of societal polarisation and turmoil, I have found myself repeatedly citing a somewhat technical 20+-year old research paper by Joyce Tait called "More Faust than Frankenstein”, which I came across while working on the polarised issue of genetic modification in forestry. In the article, Joyce differentiated between INTEREST-based conflicts and VALUES-based conflicts. Her framing resonated deeply with what I experience as I support collaboration in contexts of complexity, uncertainty, and polarisation. I continually see policymakers and corporate or institutional leaders in the face of criticism pursuing a strategy of more and more explaining which in a context of low trust only has the effect of causing more resistance and further mistrust. Or inviting activists or disempowered groups to the “table" for discussion without understanding the costs associated with being seen as a traitor by their peers. I just discovered a subsequent article by Tait, focused specifically on interests and values, which can be downloaded on this link:  https://lnkd.in/e8Yvdec6 Herewith a few take-aways/ interpretations for those of you working on supporting dialogue on polarised issues: 👉 We all have both interests and values. 👉 Values are associated with identity and community. Recognise that people have values and that they have communities around these values, to whom they are committed and on whom they depend. 👉 While interests are negotiable, values are not for trading. 👉 If you need to convey information in a context of low trust and values-based conflict, consider who will be genuinely trusted as a carrier of this information, to avoid it being received as propaganda. 👉 Acknowledge that people have needs beyond physical/material/financial needs. These needs include things like identity, recognition, dignity, etc. and are sometimes tied to social roles. When needs are unmet, negative feelings arise, and these lead to behaviour that may sometimes go against apparent interests. 👉 Lack of communication often happens when one party considers an issue an interest and the other considers the same issue a value. Failure to recognise these differences may mean that the roots of a dispute remain uncovered. 👉 Maintaining a conflict may become an interest in itself. It seems to me that leaders today need a new set of capabilities to navigate diversity and complexity in a non-cohesive society, including a much more sophisticated language and perception around the dynamics of conflict. 

Trust is the backbone of any successful negotiation, and it’s in short supply these days. Without trust, even the best-intentioned discussions can fall apart. When two sides trust each other, the conversation shifts from winning the moment to creating something lasting. It’s not just about the immediate terms—it’s about building solutions that make both parties better in the long run. Take the recent union negotiations as a prime example. The strike card is powerful: no workers means no revenue, no profit, and an organization bleeding cash. But once it’s played, it’s over. There’s no more leverage left to use. The most successful negotiators know that leverage works best when held, not wielded early. The other challenge? Narrow thinking. Focusing only on immediate wins—like wage increases—can backfire. A smarter strategy looks beyond today and asks: how do we build something that holds up next year, the year after, or even through the next crisis?Agreements that factor in future flexibility, like wage escalators tied to industry changes, can hedge against unpredictable events. But even with the right strategy on paper, the real test lies in communication. How do you sell a complex, long-term deal to people who only see the short-term? That’s where trust comes back into play—aligning everyone through clear communication and consistent follow-through. At the core of any great negotiation—whether it’s labor unions, business partnerships, or high-stakes deals—is trust. And trust isn’t just a feeling. It’s built through actions: ▪ Clear communication that keeps everyone in the loop ▪ Collaborative solutions that prioritize long-term outcomes ▪ Following through on commitments, again and again Negotiations aren't about winning today—they're about creating value over time. And that only happens when both sides know they can rely on each other, not just to talk but to show up and deliver.

George Shultz famously said, Trust is the coin of the realm!  “When trust was in the room, whatever room that was—the family room, the schoolroom, the coach’s room, the military room – good things happened. When trust was not in the room good things did not happen. Everything else is details.“   In a service business Trust is truly important. It makes all the difference – in getting work, and how the solution one proposes is heard, and how a someone gets convinced about a course of action.    So how does one build trust? David Maister had famously offered the trust equation. Trust = Credibility + reliability + intimacy/ self orientation (or in my mind self interest). This equation helped demonstrate trustworthiness.   Credibility is the reputation one has when someone has been in the business. Starting out fresh it requires one to prepare to meet people by trying to know who they are and getting them to talk about what they want to talk about and listen and engage. When one asks good questions after listening and explores, the other person feels respected. Then people start to feel the person meeting them is interested and smart. Over time one builds a reputation and with it credibility. Credibility builds over time and numerous meetings and so in the early meetings the only purpose must be, to get the next meeting and thus develop a relationship.   Reliability is demonstrated by doing what one says. Small or big. I will call you at 9 am, you must. Or I will send you a book, you must. Till the other person notices. Then they start to believe you are reliable.   Intimacy happens by creating warm and safe spaces for people to share thoughts and vulnerabilities. After some meetings when you ask a person out for a meal and then do so more often they start to share. Intimacy builds.   What detracts from trust is self interest. People understand everyone has an interest but if they believe you are only about your own interest and don't deeply care for them. Trust erodes.  Remember George Shultz's words "trust is truly the coin of the realm"

Trust is a biological necessity that boosts performance. But how do we nurture that? For teams to truly thrive, especially in today’s hybrid world, trust must be more than a buzzword. 🔹 Let’s talk neuroscience. When we feel safe in a team environment, our brain releases oxytocin, often called the “trust hormone.” It increases empathy, strengthens social bonds, and lowers the brain’s threat response. 👉🏽 𝐈𝐧 𝐨𝐭𝐡𝐞𝐫 𝐰𝐨𝐫𝐝𝐬: 𝐰𝐞 𝐭𝐡𝐢𝐧𝐤 𝐛𝐞𝐭𝐭𝐞𝐫, 𝐟𝐞𝐞𝐥 𝐛𝐞𝐭𝐭𝐞𝐫, 𝐚𝐧𝐝 𝐩𝐞𝐫𝐟𝐨𝐫𝐦 𝐛𝐞𝐭𝐭𝐞𝐫. ❓ But when psychological safety is missing? ▪️ Cortisol rises ▪️ The brain moves into protection mode ▪️ Creativity, collaboration, and risk-taking drop ❓ So what can leaders and team members actually do? 🔸 𝟓 𝐖𝐚𝐲𝐬 𝐭𝐨 𝐁𝐮𝐢𝐥𝐝 𝐁𝐢𝐨𝐥𝐨𝐠𝐢𝐜𝐚𝐥 𝐓𝐫𝐮𝐬𝐭 𝐚𝐭 𝐖𝐨𝐫𝐤: 𝟏. 𝐌𝐨𝐝𝐞𝐥 𝐯𝐮𝐥𝐧𝐞𝐫𝐚𝐛𝐢𝐥𝐢𝐭𝐲 → Admit when you don’t know something. It gives others permission to do the same. 𝟐. 𝐀𝐜𝐤𝐧𝐨𝐰𝐥𝐞𝐝𝐠𝐞 𝐞𝐟𝐟𝐨𝐫𝐭, 𝐧𝐨𝐭 𝐣𝐮𝐬𝐭 𝐫𝐞𝐬𝐮𝐥𝐭𝐬 → Oxytocin increases when people feel seen and appreciated, not just measured. 𝟑. 𝐂𝐫𝐞𝐚𝐭𝐞 𝐬𝐩𝐚𝐜𝐞 𝐟𝐨𝐫 𝐯𝐨𝐢𝐜𝐞 → In meetings, ask: “What do you think?” or “What am I missing?” → Invite contributions from those who tend to stay quiet. 𝟒. 𝐂𝐡𝐞𝐜𝐤 𝐢𝐧 𝐥𝐢𝐤𝐞 𝐚 𝐡𝐮𝐦𝐚𝐧 → Especially in remote or hybrid teams, don’t skip the small talk. → A simple “How are you doing today?” goes a long way. 𝟓. 𝐒𝐞𝐭 𝐭𝐡𝐞 𝐭𝐨𝐧𝐞 𝐚𝐭 𝐭𝐡𝐞 𝐭𝐨𝐩 → Culture is contagious. If leaders prioritise safety, trust cascades through the organisation. ❗ Trust is not a “nice to have.” 👉🏽 It’s wired into how we connect, collaborate and lead. If your team is stuck in survival mode, it might be time to zoom out and ask: ❓ “What are we doing to make this a place where people feel safe to think, speak, and grow?” If this is something you're navigating, whether as a leader or team member and want to create more alignment, safety, or performance in your team, I’m here to support. +++ Repost ♻ to help others. Hit the 🔔 to never miss a post and follow me Sinthujah Wimalathas for more great insight 👍🏽

Reading The Speed of Trust right now - it’s a timely lesson for leading real transformation. As a leader of change teams and projects, you already know: Strategy doesn’t move projects, trust does. When trust is high - things move Decisions come faster. Conversations go deeper. Teams take initiative. Change feels possible. When trust is low - everything slows down.   People second-guess each other. Emails get wordier. Meetings multiply. Good ideas stall in endless loops of approval. And execution drags. In Stephen Covey’s book, he puts it simply: "Trust is not a soft, social virtue - it’s a hard, economic driver." It affects speed and cost in every interaction.   If your team doesn’t trust that their input matters or that your words match your actions, you’ll pay for it in time, energy, and outcomes. Here’s the leadership pulse-check I’m asking myself right now: 1️⃣ Does this process build trust, or erode it? 2️⃣ Am I creating clarity and follow-through, or confusion and spin? Because culture doesn’t just shift through strategy. It shifts through trust, one decision, one conversation at a time. What do you think? PS. Cristina Herrera and Susan Spiers from TrustWorthy have a lot of great content on Trust. __________ 💡 Leading change and want some assistance? Our team provides Consulting and In-House Training. Depending on your needs we can augment your team, help get insights and direction, or build your team's capacity and capability. Get in touch to find out if / how we can help. #StephenCovey #TheSpeedofTrust #Earth2Mars #SpaceForChange Earth2Mars Lavinia Fourie Hyugo Hayashi