{"id":3027,"date":"2020-09-18T19:56:08","date_gmt":"2020-09-18T18:56:08","guid":{"rendered":"https:\/\/www.knowledgeetal.com\/?p=3027"},"modified":"2020-09-22T13:49:10","modified_gmt":"2020-09-22T12:49:10","slug":"trust-leadership-and-culture","status":"publish","type":"post","link":"https:\/\/www.knowledgeetal.com\/?p=3027","title":{"rendered":"Trust, leadership and culture"},"content":{"rendered":"\n

It’s almost 6 months since the first lockdown was imposed in the UK yet the media is awash with stories of second waves of infection and a failure to meet demand for testing. Add the continuing furore over the “oven ready deal” to leave the European Union the electorate was promised in Q4 last year and its clear that trust in our organs of state is being seriously eroded. <\/p>\n\n\n\n

Is that relevant in a business context? I would argue yes. Business doesn’t operate in a vacuum. It is on the receiving end of policy decisions made by government, often having to interpret guidance that is unclear. ‘Thriving on ambiguity’ works in a diplomatic environment enabling many interpretations of a word or phrase and allowing all parties to present outcomes as beneficial to them. <\/p>\n\n\n\n

Professor Geert Hofstede<\/a> who conducted one of the most comprehensive studies of how values in the workplace are influenced by country culture notes:<\/p>\n\n\n\n

British are comfortable in ambiguous situations \u2013 the term \u2018muddling through\u2019 is a very British way of expressing this. There are generally not too many rules in British society, but those that are there are adhered to (the most famous of which of course is the British love of queuing which has also to do with the values of fair play).<\/em><\/p><\/blockquote>\n\n\n\n

In work terms this results in planning that is not detail oriented \u2013 the end goal will be clear … but the detail of how we get there will be light and the actual process fluid and flexible to emerging and changing environment. Planning horizons will also be shorter.<\/em><\/p><\/blockquote>\n\n\n\n

It is not a sound approach to managing a crisis or meeting treaty obligations.<\/strong><\/p>\n\n\n\n

If guidance is not informed by the best knowledge and data, or deemed politically expedient to ignore it, frustration, chaos and a polarisation of society is the outcome. <\/p>\n\n\n\n

Once trust gets eroded at the top of society, and professionals tasked with enacting the guidance are held accountable for the actions of their masters, there is a ripple effect on business (and life). How for example can NHS Trusts conduct effective After Action Reviews or Lessons Learned exercises if any admission of error may result in dismissal or court action? <\/p>\n\n\n\n

And the behaviours people see in their leaders often reappear further down the chain. <\/p>\n\n\n\n

What is becoming increasingly clear in the UK is: <\/p>\n\n\n\n