When speed and complexity are cranked up, and the work takes place in different constellations of ad hoc teams, we cannot collaborate as we usually do. But there is still a need for psychological safety and thus trust. Here are our suggestions on how you as a leader create trust here and now.
This article was first published in Ugebrevet Mandag Morgen 1 June 2022
After COVID, something has changed in organisational structures, and hybrid work is on the rise. It means new ways of organising ourselves. We see this in the increased use of time-limited teams, interdisciplinary teams, self-managing teams and remote teams. These "swift teams" require something different, a different way of working together, because the team members do not necessarily know each other or have time to build trust in the usual way.
In other words, when the speed and complexity of teamwork is turned up, we can not navigate as we usually do. Therefore, we must first and foremost stop thinking of teams as static groups of individuals who have plenty of time to practice interacting successfully and collaborating effectively - for we do not have that time . The idea that trust is something that builds up slowly over time, does not work.
The demands are high in changeable and complex environments. And swift trust is therefore crucial to our ability to lead and create results together. That ability does not come from systems. It comes from humans.
Swift trust as navigation
“Swift trust” is a form of trust that occurs in temporary organisational structures, which may include project teams, virtual teams and interdisciplinary teams. It was first explored by Debra Meyerson, a professor at Stanford University, in the book 'Swift Trust and Temporary Groups' from 1996. Here she defines swift trust as: swift trust as: “a collective presumption [among unknown or new team members] that each member’s inclusion in the group is predicated on a rich and relevant history. … It is tacitly understood that the necessary experience and learning were gained elsewhere but are nonetheless in place and do not need to be verified or negotiated”
Swift trust is thus an explanation for trust development in temporary teams. It is a unique form of collective perception and relationship that can handle issues of vulnerability, uncertainty, risk and expectations. Swift trust is based on a belief that you are professionally capable and that we have a common goal - that is, an expectation that we have an obligation to deliver the best possible result together, so therefore we must establish a platform of openness that we can navigate from.
Because it is temporary, the team only has time for a quick categorisation of team members. This can result in groupings based on surface characteristics such as tone of voice or attire. A quick scan that our brain fit into our past experiences. Thus, there is an imminent risk that our bias will obstruct optimal collaboration.
We can counter this if we work consciously to establish swift trust in the team. This means that I trust that my teammates are professionally skilled and collaborative, and that I meet them with respect, goodwill, curiosity and openness.
We must accept the premise
When we are part of temporary teams (swift teams), there are some premises that we will have to accept:
1) That we have a common goal
2) That we respect each other's professionalism and knowledge
3) That we communicate clearly and with vulnerability
4) That we share our knowledge
5) That we adjust expectations on an ongoing basis
In swift teams, there is very little time and room for egos. We do not have time to adjust the big egos, nor to wait three weeks for the reluctant to feel ready to chip in. If the temporary teams are to perform optimally and deliver on the task, we need to get off to a good start. Everyone must chip in and give something of themselves: They must openly and honestly dare to show vulnerability, share knowledge, give feedback and in this way help to establish a psychologically safe space. It takes courage to be vulnerable, but it is imperative. There must be a willingness and an understanding that we will have to speed up the process. A willingness to dare to go “all in” and believe that the team has your back.
We do not have time to adjust the big egos, nor to wait three weeks for the reluctant to feel ready to chip in. If the temporary teams are to perform optimally and deliver on the task, we need to get off to a good start. Everyone must chip in and give something of themselves
An example of this is a film set. Makeup artists, cameramen, sound people, actors, stuntmen and many others depend on each other from day one to get or no or very few social interactions on which to build trust. They will have to figure out their roles, differences, perspectives and jargon “on the go” and blindly trust each other while doing their job. The common denominator here is that they are forced to trust in and have respect for that everyone is a professional and that we have a common goal we must achieve. Communication and behaviour act as the primary catalyst and navigator for trust.
Psychological safety is a must
The cornerstone of any team with psychological safety is respect and recognition. Respect for each other's professionalism and knowledge and recognition of everyone's value as team members and people: This means that we care about each other, that everyone has a place at the table, and that everyone can be confident in voicing their opinion and thus be part of a professional conflict. The professional conflict is the prerequisite for us to take ownership and thus achieve the best possible, common result. The professional conflict is characterised by being a “technical” challenge that does not lead to personal judgments. In the psychologically safe team, the professional conflicts are handled directly in the team and they are considered crucial to the quality of the common result.
If you see me make mistakes and accept me anyway, you will probably be more likely to accept that others see you make mistakes. In this way, we learn and adapt continuously, and thus we create a positive spiral instead of a negative one.
When we have to create something together, something complex and innovative, there must be room for mistakes. And there is only room for that when there is willingness to be vulnerable in the team, (Your ideas might be rejected, so putting them out there means being vulnerable.) The team must have an acceptance of the fact that we learn from our mistakes and move forward stronger. If you see me make mistakes and accept me anyway, you will probably be more likely to accept that others see you make mistakes. In this way, we learn and adapt continuously, and thus we create a positive spiral instead of a negative one.
How does it work in practice?
So how do we get off to a good start and create psychological safety "on the go"? Here are some key steps:
- Mark out the field
Establishing ground rules for the team is absolutely crucial. Here, as a leader, you can set the direction and support the psychologically safe space, ie the formulation of which behavior is acceptable and which is not. - Focus
We are very sensitive when it comes to sharing info about ourselves and joining the group. If you are on your mobile or seem absent, people will be unsure if you want to join. So be present, pay attention and share something of yourself. - Aligning expectations and knowledge sharing
Uncertainty spreads if exepectations are not clearly aligned. So align them on an ongoing basis. It creates direction and security and makes knowledge sharing fluid. - Be curious
An exploratory approach works wonders. Be curious rather than judgmental of team members' perspectives and views, both professionally and privately. It supports building trust. - Growth mindset
Give feedback on the result, but remember to give it on the effort as well. When we do, we support and recognise team members, and we boost motivation and willingness to dare more. - Battery status
Check regularly what is happening in the team. Are we run down or at 80 percent? How is the mood in the team? Is there someone who needs extra support? - Serious play
Bring the team together with a social event that also has a serious element. It's fine to go bowling together, but it is more powerful if the team solves tasks together, where they are forced to show vulnerability and give feedback.
The demands are high in changeable and complex environments. And swift trust is therefore crucial to our ability to lead and create results together. That ability does not come from systems. It comes from people. And in a psychologically safe environment where we can be solution-oriented, brave and creative, there are no limits to what we can do together. But it requires swift trust, here and now.