Tag Archives: Leadership

#WorkingOutLoud on the Types of Trust Model

Trust is complicated: a word we use easily and frequently and yet one which contains a great deal of ambiguity when we try to nail down its meaning. We know it when we feel it, we know it when we … Continue reading

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A Question Of Trust. #WorkingOutLoud #Research

I’m exploring the notion of trust, some early stage work to provide a baseline and to identify areas for more detailed research. Why trust? Because it’s a much used word with a very loosely defined meaning, and because types of … Continue reading

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Types of Trust

I’m starting some early stage research and writing about trust, primarily to explore the impacts of trust on the different Social aspects of the organisation, and to envision the typical ways that trust is built, earned and squandered. I’m starting … Continue reading

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Aspects of the #SocialAge – Part 5 – Change Never Ends

The Social Age is about change, change which never ends. We are used to the types of change that influence our lives on a daily basis, things like moving house, moving jobs, mergers, and acquisitions. But the change we feeling … Continue reading

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Aspects of the #SocialAge – Part 4 – Boundaries Are Futile

In the old world there was a clear separation between formal and social aspects of our lives, between leisure and work. Today those boundaries are gone. We exist in a grey space: when networks, communities, influence, reputation, and stories themselves, … Continue reading

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Aspects of the #SocialAge – Part 3 – Permanence is Ending

We say the Social Age is about change, and that’s true, but it’s not just about change in systems, about changing careers, about changing technologies. Its about change in the nature of permanence itself. In our mental construct of the … Continue reading

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Aspects of the #SocialAge – Part 2 – Risk is Fuel

Organisations are used to risk: they understand it, quantify it, and mitigate it. What they don’t often do is burn it. Agile organisations are able to rapidly prototype new ideas and behaviours, able to adapt at speed, because they have … Continue reading

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