What can organisations do to earn the trust of social learners?

by | Feb 9, 2017 | Articles | 0 comments

We are in the Social Age of learning, where the bywords are agility and engagement, where formal experiences are less valuable than applied ones, where traditional models of authority and expertise are subverted by more social methodologies that rely on communities and sharing.

We are in a time of change: change to how organisations and individuals engage with each other, changes in our relationship with technology, changes to how we engage within communities to learn to create meaning.

The Social Age is changing the way we live and work and as organisations and businesses we must adapt or die. Social Learning is about helping each other, building learning networks, solving problems together and sharing stories. This is sometimes called ‘tacit‘ or ‘tribal‘ knowledge, and it’s the things you already know, alongside what everyone you know knows.

When we talk about creating Social Learning within an organisation, we mean creating a learning journey that incorporates both of these elements: the formal and the social.

The Socially Dynamic organisation is fully adapted, scaffolded and reconfigurable: facilitating and enabling with dynamic communities co-creating the knowledge that is needed to innovate and find a way forward. At the heart of this is a notion of trust. Trust powers the Socially Dynamic organisation, but it is a trust which is earned and not demanded.

Julian Stodd is currently building on his work and involved in a global research study of ‘Trust’ and how this impacts organisations. The landscape of trust is a critical element of a socially dynamic organisation.

The Landscape of Trust 

Julian Stodd ©

The first part of the landscape of trust puts parameters around the highly
subjective notion and uses a diagnostic to plot a heat map of where an organisation or individual sits against the baseline.

The second part is the framework for individuals to explore how their personal view of trust impacts on their actions, their reputation, and the wider organisation.

The third part, which looks at cultural impact, correlates to the landscape diagnostic, and perhaps develop into a journey for targeting interventions to make incremental gains in organisational trust.

We explored three areas of Julian’s research:

Organisations need to earn trust in its values

The research is clearly showing that organisations don’t live by aspirations and values but they expect their employees to. Trust in these values needs to be earned. Some early research is showing that people trust technology more than they trust organisations.

Trust is earned slowly but fractures fast

Engagement is a critical priority in building trust. Creating a culture of social leadership and social capital is key in building trust but it is earned slowly. Setting up social networks, more than half of people say trust comes from someone they have something in common with.

Trust and creating a culture of innovation and creativity

Organisations need to build trust in their employees. Many leading organisations talk of a desire for more I&C activity, but they often over-control good people making them feel disempowered and stifled.

Following the discussion our Exchange participants shared their key take-aways:

  • Work out loud for the first 100 days in a new job
  • Be simple, be inspired, be humble, read more
  • Change happens in space not systems
  • In social leadership relinquish control
  • Define social learning
  • To change you must learn the truth about your organisation
  • It takes 6 weeks to measure the outcome of change
  • Let go / relinquish some control

Julian is a major supporter in the work of Towards Maturity. Trust is a future trend and insights from Towards Maturity’s extensive research into social learning and the wider learning agenda can support you to unlock potential within your organisation.

Find out more about speaker:

Visit Julian’s website SeaSaltLearning
Order a copy of the Social Leadership Handbook
Twitter: @julianstodd
LinkedIn: https://www.linkedin.com/in/julian-stodd-6774377/

Join our LinkedIn group and share your comments.

Featured content

In Focus: How to Build and Change Habits in the Workplace

In Focus: How to Build and Change Habits in the Workplace

The ability to change behaviour through habit creation is crucial to becoming a top performing organisation, particularly as learners have the skills to build new capabilities quickly and ‘unbuild’ old behaviours that are no longer relevant. But how do you actually create habits in the workplace?

Embedding Change at West Midlands Police

Embedding Change at West Midlands Police

West Midlands police force serves a population of almost 2.8 million. With a shrinking force dealing with increasing demand, a real change needed to happen if the officers were to remain effective in their roles.

Top Tips for Building Habits

Top Tips for Building Habits

As learning professionals, we want to design interventions that lead to lasting change. Shifting behaviour involves a process that continues long after the programme finishes. Our research has shown that mature learning organisations are more successful at integrating learning and work, but they don’t abandon formal learning. One of their strategies is to design learning campaigns and programmes that build and encourage new habits.


Our Ambassadors

Our Supporters also influence Towards Maturity's Health Check and research, providing insights on future trends and practices that should be investigated.

Pin It on Pinterest