Trust - What is it.

You have been demanding more frequent letters from me.  But if we compare the accounts, you will not be on the credit side. We had indeed made the agreement that your part came first, that you should write the first letters, and that I should answer.  However, I shall not be disagreeable; I know that it is safe to trust you, so I shall pay in advance (Senaca, AD37-41/1932, p.361)

This passage from Senaca’s (A roman statesman and philosopher) writings was one of the earliest references I could find to the concept of trust. Three things struck me about my research into the history of trust philosophy and psychology: 1) That there were very few conversations about it before Seneca’s letter; 2) There has been very little discussion of it since then up until the mid-20^th century; 3) How closely Senaca’s sentiment matches contemporary conceptual modeling of trust.

I really adore this letter, because it encompasses so much of what trust is about; and let’s be clear, trust is an amazingly difficult to codify and complex idea. When you look at what Senaca writes, he is purposely putting himself in a state of risk. Now we could argue the risk isn’t that great, but thousands of years ago, letter writing was a sign of position and respect. Yet in this case, Seneca is stating clearly that he is willing to take this risk because he feel safe in his believe that his actions will be reciprocated.

This really gets to the root of trust, why it’s important, and why violation of trust is so catastrophic psychologically.  Trust is the believe that you can take risk because you know the trustee has both the desire and the ability to take actions which protect you from that risk. The classic example Deutsch (the modern father of psychological trust research) offers is when you leave your child with a babysitter you are trusting them because you are putting yourself at great risk (harm to your child) for relatively small gain (a night out). Because you trust the babysitter it lets you do things which your cost-benefit analysis would normally preclude.

The idea extends to political science, organizational development, and sociology. These concepts of trust, share trust, inherited trust, and so forth allow our society to achieve goals which would otherwise be impossible. Some sociologists argue that money has value not only because we trust the government, but because we trust one another to trust the government. This has been one of the challenges to alternative currency. Getting people to question the government might not be difficult for some, but getting them to also trust that everyone else will question the government is a far higher bar.

Interpersonal trust is really about two people having a share view of future reality. Knowing your spouse will be home on time, knowing they have the same views of how money should be spent, knowing your friend will show up on time. When this concept of shared vision gets destroyed, then there is no bases for trusting the intent or ability of the trustee and trust quickly decays.

Now from an organizational standpoint, why do I care? This is a question I get a lot when I talk to organizations and business leaders about change and trust, and that question will get answered in my next post.

Resistance to Change - is it really about fear?

If you were to ask a collection of managers and executives 'why do employee resist change?', you will generally get a simple answer - Fear. This question and answer has become almost gospel in management education. Yet, managers need to be aware that both the assumption in this question (that employees do resist change) and the common answer (fear) are counter to a significant amount of research. So let us tackle each part in turn.

First, do employees resist change? Dent and Goldberg in 1999 wrote a fantastic paper titled “Challenging ‘resistance to change’”. They essentially, and I believe accurately, argue that employees don’t resist change; they simply resist bad things happening to them. For instance, if you are telling employees that they will all receive a 20% salary cut, one should expect employees to resist such a scenario. This however is not ‘resistance to change’. It’s ‘resistance to bad things happening to me’. Managers need to understand that when they initiate a change, there may be employees negatively impacted by the change.

This leads to the false answer to the question: that employees resist change out of fear. I argue that it is not fear of the change that causes resistance, but instead two potential influences. The first, as described above, is fear of less. The second is uncertainty of the future. Often change, even natural or positive change is shrouded in uncertainty. Reorganizations may actually provide an employee with new opportunities, but they potentially come with new coworkers, new bosses, new skills to learn, and so forth.

Uncertainty is a condition we naturally avoid and/or fight. It is a very instinctive reaction based in our fight-or-flight survival mechanics. When people are unsure of what to expect, they naturally prepare for the worst and this leads to anxiety, stress, and eventually physiological and psychological distress.

There are several lessons for management to draw from this. First, this further emphasizes the importance of employee trust in management. Effective, transparent, and trusted communication is seen is one of the most effective means to limit stress during change. Second, while contrary to common industry practice, times of change are a moment to increase communication with employees, not limit it.

In my experience, both as a management consultant and as an internal manger, I have observed this phenomena many times. Unfortunately, the ‘employees resist change’ mantra has become so accepted that leaders do not seek to discuss change with their employees as they feel it will increase stress. However, this lack of communication is one of the primary factors in the very stress they are looking to avoid. By having open, honest, and trusting communication with employees, leaders can potentially limit the amount of stress employees experience during change and improve the potential for change success.

Dent, E. B., & Goldberg, S. (1999). Challenging 'resistance to change.'. Journal of Applied Behavioral Science, 35(1), 25-41. doi:10.1177/0021886399351003

Prepare for some quiet

I wanted to forewarn that this blog will get a little quiet over the next few weeks. I'm starting to work on the next couple chapters of my dissertation and this will be taking up most of my time. I will try and put up some thoughts when I can.

One thing to think about, and comment if you wish, how does it feel when you trust someone. Describe the feeling it gives you?

While honesty and trust are not the same, they are closely related. So I leave you with my favorite quote on the topic of honesty:


“I'm not upset that you lied to me, I'm upset that from now on I can't believe you”
Friedrich Nietzsche

Upcoming talk: How to lead through change

On May 9th, 2013 in Baltimore, MD I will be presenting my research and (preliminary) findings at the Eastern Academy of Management conference. My presentation, "Trust as a method for moderating uncertainty and stress during organizational change", gives leaders and managers an understanding of why employees experience stress along with some preliminary findings and implications for leaders.  This talk is valuable for researchers and practitioners alike.

This talk covers the origins of the problem, why I used a methodology which is not traditionally used, and how this uncovered some new and exciting ideas. There are a lot of valuable lessons for researchers and leaders in this presentation. Since the publication of the abstract, I have performed my initial synthesis of research and speak to those findings. 

For those who have read Covey's 'Speed of Trust' - this talk fills in the gaps which have frustrated organizations as they try and develop a trusting culture: What is trust really, how does it work, why does it work, and who does it work for in what situations.


Abstract of talk:
Organizational change is widely recognized as disruptive and potentially distressful to employees leading to diminished performance and organizational commitment. This paper represents a work in progress investigating whether trust can moderate the negative experiences associated with change. By way of systematic review, the author proposes that the stress experienced during organizational change is a manifestation of uncertainty leading to anxiety. Under continuous change, this manifestation reaches a breaking point resulting in employee psychological and physiological distress. To counter this, the author also proposes that a trusting environment can increase the certainty in an organization and decrease stress during change.

I'm so stressed!!!! - Now what does that even mean?

Warning: This is a little dry, but I think it's important to understand in order to discuss the topic

In order to understand how we can moderate stress, the first task is to have a better understanding of what stress is. In conversation we use many abstract concepts and assume we all have a common understanding specific to the context. When your friend say they love pizza, you understand they are not romantically interested in the pizza. In a similar sense, we talk about someone being our friend, yet again, that is very abstract. Ignoring the Facebook definition of "friend", what does a friend mean? Try and think about how one might define it. One of the challenges is that a friend can take on many meanings depending on the context of the situation and there are many intensities of friendship. Yet, in conversation we often use such terms very loosely.

So when we want to study stress, we are confronted with a similar issue. We want to study a concept that one would think is well defined, but we encounter a number of questions: what is stress, is it something we always want to avoid, are there some benefits, how does it fit into our other psychological and physiological reactions, and so forth. After all, as famously stated, you can't study something until you can measure it.

Colloquially, we use stress in a number of ways. One could consider the word being used to described three distinct constructs the encompass stress (O'Sullivan, 2011). Stress can indicate the stressor, this is, the source of stress e.g. “This is a stressful job”. It can also be used to describe an individual’s response to an event e.g. “I get stressed by speaking in public”. Finally, stress can be the condition of an individual after having experienced an event e.g. “I am feeling stressed today”. In my work I am really thinking about the last type, that is, the final condition. 

I categorize stress into three types, of which the last is of specific interest to me: physical, mental, and psychological. The last two may sound similar  but I will explain the discrepancy  It's also worth noting that just because someone is experiencing psychological stress, it may have negative impacts on their physical and mental capabilities. Physical stress is what we do to our bodies when we exert ourselves, and this is the most objective form of stress. One can measure the tension put on muscles, and breaking point, the recovery rate, and so forth. Most of us know that the way we grow muscles is by straining our bodies, tearing fibers, and having them grow back bigger (I am far from an expert, so I apologize if I butchered that description). This is actually a very interesting dynamic, stress is damaging to our bodies, but can have some positive long-term outcomes. However, it's also true that one can over-exert physically and end up hurting oneself quite bad in the form of a torn muscle.

Mental stress is that pain you feel after you've just taken a tough math test. You think you did well, but just the activity of recalling information, processing and analyzing problems and so forth wears out your  brain. There is a reason after such a test you feel wiped out, often feeling it physically, as this is a very draining activity. I'm not sure there is a good parallel to pulling a muscle when it comes to mental stress, but it certain makes for a good cartoon.

Finally, there is psychological stress, and as I said, this is what I'm studying in my work. While mental stress comes from processing analytically activity, psychological stress comes from the impact of scenario testing and decision making. This is what I call uncertainty-based stress, the energy we are expending to handle the amount of scenarios and decisions we must consider. For those interested, I highly recommend Hirsh, Mar, and Peterson's (2012) paper on Psychological Entropy. In essence, we expend energy every time we have to calculate how to handle a situation. The more certain we are of various factors in a situation (how others are likely to act for instance) the fewer scenarios we must consider and therefore the less energy we need to expend. To make matters worse, due to our evolutionary design, when we lack information, we often fill in with danger and negative events. In essence, when we don't know what to expect, we prepare for fight or flight.

Despite discredited comments that we only use 10% of our brains, the truth is our brains run close to 100% at all times. Therefore, as we have to consider more and more scenarios, our minds fatigue in the same manner as when taking an exam. People often refer to this fatigue as anxiety or feeling anxious. They don't know what to expect, so their brains go into a very high gear preparing for the unknown and this makes us jumpy and tired.

So, to bring this all back to the original objective, stress, as I use the term, is that fatigue employees experience due to the uncertainty of change. As organizations go through change, big and small, there is a whole lot of uncertainty about the future. This is due to many factors including: unknown variables, information known by leadership but not shared with employees, poor communication, distrust in leadership, and what a generally unknown and uncertain future. In any situation this would be a challenge, but in the current environment, ripe with distrust it is much worse.

Next time I will touch on the heart of my research - TRUST!


Hirsh, J. B., Mar, R. A., & Peterson, J. B. (2012). Psychological entropy: A framework for understanding uncertainty-related anxiety. Psychological Review, 119(2), 304-320. doi:10.1037/a0026767

O'Sullivan, G. (2011). The relationship between hope, eustress, self-efficacy, and life satisfaction among undergraduates. Social Indicators Research, 101(1), 155-172. doi:10.1007/s11205-010-9662-z

Catching up

So it has been over a year since I've written, and some of that is my design….but a lot of it is due to always having something else that needed to be done. In the last year and a quarter I have made tremendous progress towards my dissertation and I want to start reengaging the conversation about it.

When I stopped writing I was unsure what direction my work was going to take and quite honestly there was so much chaos in my mind, trying to deliver coherent posts was difficult. In addition, I was not at a point where I felt I could effectively convey what I was trying to say. Now, I feel like I am at a place where I know what I’m working on, I’m far enough along to have confidence it’s not going to change drastically (famous last words), and finally I feel I have a grasp on how to express it.

Over the next few posts I am going to cover my area of research as well as my method of approach. I am also going to start posting some abstracts from some of my papers which I am trying to get published. For now I will give a quick overview of my dissertation – and by quick I mean really quick.

The problem I am exploring is the issues organizations have with change, in particular the stress employees feel when change happens – and right now it is happening a lot. My research is analyzing if a trusting environment in an organization can reduce the stress employees experience during change. Current research I’ve uncovered says that trust counters the negative effects of stress, but does not go as far as to say it is due to a reduction in stress. That is what I’m exploring, along with understanding the common mechanisms between trust and stress.

What I like about my topic is that it’s easily understood by non-academics. Most everyone I discuss my work with responds the same way ‘oh yeah, I know exactly what you mean’. That is where the title of this blog comes from: It’s not just academic. I think there is a real opportunity to develop new research which has clear applications in the work space.

One down, many to go....

I have officially completed my first doctorate class (800). It was a lot more work than I realized, but also I learned a lot more than I expected. In many ways it was much more difficult than I expected. However, I also think I could have gotten away with doing a lot less work. I'm happy with the outcome, I believe I have a good focus on where I want to go research wise.

And then there were none

A lot of good and bad has happened in the last month. On the positive side, I am very proud to say that I performed very well on the last two papers (abstracts to follow soon). I am a little surprised with how much I struggled in 600, but also very proud of my performance. Especially given where I place myself in the class, it's a nice feeling to be performing at such a high level.

The last step now will be to sit for the comprehensive exam next weekend. It's pass/fail and does not impact our grade, so that takes a lot of stress of me. However, it is a very intense 24 hour exam.

On a very sad note, one of my classmates who I was quite close with dropped the class. I completely understand his reasons, but it was still very upsetting. I was mostly angry at the program for not engaging him and making him want to say. I know they tried, but I think the issues were far more fundamental.

Bell Analysis Paper Abstract

Since I have no idea how to protect my content online, I am only posting my abstract, though I may add additional content once I figure that out. This paper was on a critical analysis of Daniel Bell's book the Coming of the Post-Industrial World. I focused on one very specific aspect (I only had 8 pages).

Abstract

We consider the current state of management practices in comparison to what Bell predicted for his post-industrial society. Unlike the evidence-based paradigm Bell forecast the post-industrial society to have, today’s management practice is overwhelmingly guided by non-scientific methods. The practices currently dominating management are a result of both the education system and the short-term profit focus of business. This paper explores some of the potential causes and impacts of this culture, particularly in the area of human capital management.

Keywords: human capital, evidence-based management, management education

© 2011 by Joseph Drasin. All rights reserved

Trying to calibrate

Today I will be turning in my second paper, an analysis of 'The Road to Hell'. This has been a stressful paper partially because I had not received my grade on the first paper. It's hard to calibrate or know the expectations without a single significant data point.

Well, yesterday I got my first major grade of the doctoral work, and I was quite happy. I certainly didn't hit it out of the ball park, but it was solid. This helps me with an idea of the expectations. However, this paper is a very different type (case analysis vs. book critique) so in some ways I'm still flying blind.

Thanks to everyone who encouraged and helped with edit (at some point I'll have to start naming names). I'll try and post my abstract shortly.

Thanks again, off to the museums today with Sam. Even though they delayed the second paper deadline to Wednesday, I still plan to turn it in today.

On The Road to Hell

I turned in my first paper this morning, I feel like I either did very well or completely missed the point. The instructions were to write a critical analysis of Daniel Bell's book The Post Industrial Society. However, a number of classmates and I determined the real assignment was to pick a single aspect of the paper and just focus on that. It made a lot more sense, since in 8 pages you can't get very deep into one topic, let alone trying to cover many.

The next assignment is a case review of 'The Road to Hell'. Once again, I'm focusing on one single area of it and digging into it. My classmate and I discussed it last night and I was amazed how we focused on completely different areas. I think it's really interesting how we are writing about the same case study, but 90% of our paper will be unique.

I am starting to really get into a research area dealing with a lot of concepts important to me. My interests in the meaning of being and how that relates to motivation, management styles, etc... is leading me to explore dignity, self-efficacy, empowerment, etc... Eventually I will have to narrow down even more.

That's all for now, today I'm trying to focus on family time, so I can do more school work tonight and tomorrow. I'm spending 30+ hours a week on school, and juggling time is a major effort.

Grinding away

My updates have not been as frequent as I would have liked, but honestly it's hard to keep up with everything going on.

First, last week (9/27) was welcome Catherine Sylvia into our family. This of course is making school even more challenging as time seems to be non-existent. Luckily, I have taken some time off work which is helping me take care of the first couple papers for school.

Trying to balance to tactical reading, understand the theorists, contribute to the conversations, and still focused on larger papers is a real challenge. I know that's part of the strain of such a program, and why most people do it before they have a job and kids.

The first paper I'm doing is a critical analysis of Daniel Bell's Post-Industrial Society. I enjoyed a lot of his book, but certainly found a few areas that seem ripe for criticism. Specifically his thinking that scientific thinking would permeate society. I'm almost done with my primary writing and by tomorrow will hopefully be in full edit phase.

I still need to learn a better way to write. My current method of research is going to have trouble scaling to the size of the larger papers.

That's it for now. I'll post again when my paper is done.

A change of perspective

I have just completed my second week of schooling in the UMUC doctoral program, and I feel like i live in another world. In addition to the incredible amount of reading and writing required, I am already anxious about the upcoming first paper (and shortly followed by the second paper).

I really enjoy the type of thinking we are doing, it is no longer transactional. Dealing with theory and conceptual frameworks is a new way of observing a situation that I find compelling and petrifying at the same time. That being said, I am very anxious as to how well I am truly grasping the deep concepts (right at the top of Bloom's taxonomy).

In addition to the reading, a large part of the class is online interaction (forums) with my fellow classmates. For the most part, I am very impressed, and sometimes intimidated, with my classmates. Some of them are able to read and see at a level I am (not yet) able to.

What is a credit...

So I got the answer, 1 credit is supposed to equal 3 hours/week of work. 1 hour of lecture is supposed to give you 2 hours of homework.
Now I cannot imagine there is much calibration to ensure this happens, but at least I have the answer.

This does work with the guidelines of the class that state there is 15-20 hours/week of homework (6 credits = 18hr/week).

Why the Title

As an aside, the title of this blog came from an attitude I've experience towards academic work in the business world. Unfortunately in the greater business community there is often a dismissing of academic research and findings. Many times the business attitude is that 'theoretical' = 'impractical. And after all, the executive profile promoted often is that of a solitary superman who innately knows the answers to everything.
Therefor, my hope in both my professional and academic work I can bridge this gap and show where and how academic research can be applied to practical business solutions.
Part of this challenge, is that real change takes time and patience, something many leaders are not comfortable with.

DMGT800 - Week 1

So this week starts the next adventure in my doctoral work, DMGT800 - Foundations of Management Theory and Strategic Thinking. My first question was, how do they determine the credit load for a graduate class where the vast majority is self-guided research and online work....I know traditional 1 hr/week of lecture = 1 credit, 2 hr/week of lab = 1 credit and apparently this amount of work equals......carry the two....divide by pi.....SIX.

Once again, I cannot thank my job enough for paying for this!

I'm started doing my reading in preparation for my three day residency later this week. I've found the articles to be very interesting. A number have been on topics I'm familiar with, but they give a much deeper and complex explanation of the foundations and research behind them. The books are not quite as engaging. Well, in fairness, Schein's book on culture and leadership I do find interesting. In my Master's program culture was a big part of my focus so I do like it. However, Bell's book on "The Coming of Post-Industrial Society" so far does not grab me. Maybe it's the tiny text that reminds me of a phone book. I had forgotten so quickly just how much reading there was. Several articles, commentaries, book chapters, etc... each week.

I am also going to check the rules on posting some of my writing, just to give an idea on some of the topics I've been researching and writing about. My initial thrust of research was going to be on evidence based management, something I feel very strongly about (if you want to make me angry, tell me about 'best practices'). However, after diving deeper into research, I'm starting to narrow my focus specifically into the evidence around human capital (that's people for the not-so cold-hearted ones). Every company says people are their most important assets, but their actions sure do not align with that.

Why?

When I tell friends and family that I am pursuing a doctorate, I get two possible responses: "Very Cool!" and "Why?" The "Why?" is not an easy one for me to answer. I am not a starving graduate student like my father was where I need the credentials to make a career. After all, I have 15+ years of experience, the majority at the management level. I make a good living, have a job I really enjoy, and have been on a pretty steady upward path.

I can come up with several things a doctorate could do for my career. I miss teaching, and it would make it easier to do that on the side. Also, it probably would provide some boost to my career where I work. I could also become an insufferable ass at work and make people call me “Doctor”. Yet, none of these are overwhelmingly compelling reasons to invest such a massive amount of time, effort and to a lesser extent money (thanks to my employer’s very generous education assistance).

The only real answer I can give is that it is something I have always wanted to do. Even as an undergraduate I looked into staying in school to complete my graduate work. Had it not been for being in Washington, DC with such a lucrative consulting/IT industry I might well have done that.

Throughout my professional career, I never took my sites off wanting to eventually pursue a doctoral program. Several years ago I went back to school for my Master's, but that in no way tempered my interest. Even while preparing for my project defense, I remember discussing with a classmate how much we both were looking forward to pursuing more education.

It is fortunate I have this internalized desire, because otherwise I think I would have very little chance of finishing. The level of rigor in the first class was at a level far beyond what I had experienced, and knowing that I could drop it at anytime and still have a job might have been very tempting.

So why am I doing it? Because I want to. Not a very philosophical answer, but I think it's the only one I have.

In early 2011 I applied to the doctoral program at University of Maryland, University College. At the time, I planned to keep a blog on my research and experiences. There were several purposes behind writing this blog. The first was to keep my friends and family updated on my progress. Second, to give myself an outlet for my experiences, and finally, to hopefully offer an insight to others on what the program is like. I plan to include some of my writing, but school rules at times will limit what I can write or publish. For those who have read some of my other writings, you may find this a little different. I hope to still keep it fun and include my inane sense of humor, but know the topics might be a little more dry at times.

So why did I apply in February and am only now starting my blog? Well, what happened very quickly was the cold slap of reality. After doing very well in college and in my Master's program, I was getting pummeled by this first class. It came to the point where I was not sure I would be accepted into the full program. This caused my ego to step in and delay any writing in order to save myself possible embarrassment.

But now, 6 months later, I have been accepted into the full program and am ready to write. This also means I need some backtracking to fill in the story of my application to the program and the pain that was DMGT600.

Joseph Drasin