COLLABORATIVE INNOVATION: ESSENTIAL FOUNDATION OF SCIENTIFIC DISCOVERY - Collaborative Computational Technologies for Biomedical Research - page 30

The fi rst thing a leader must do is prevent or stop any of these trust buster
behaviors from occurring or being rewarded. There must be no tolerance or
acceptance of any of these actions which destroy a research team from within.
On the belt line is neutral trust, which manifests as transactions. Transactions
happen every day. When shopping, we put enough trust in the “brand” or the
store's reputation to complete the exchange of goods or services for money,
but not enough trust to engage in any form of deeper relationship.
While the idea of neutral trust may seem benign, there can be some deep
downsides to transactionary trust, simply because it may be totally inappropri-
ate for a transactionary relationship to be matched to the circumstances where
close teamwork and collaboration are required in solving complex problems
that require interactive spontaneity; a transactionary relationship would seem
too aloof, distant, and formal.
Above the belt is the zone of trust, where teams can prosper and thrive.
Rather than defi ning trust simply as reliability, security, or integrity (as has
been the traditional defi nition), it is far more useful to defi ne trust on a spec-
trum ranging from minimal trust to the ultimate forms of trust (see Fig. 2.3).
Here are the types of trust in the range above the belt.
2.3.2.4 Relationship The trust journey begins simply with building a rela-
tionship with other people by listening. When we listen with compassion,
learning, and constructive inquiry, we begin to build trust. People feel like they
are receiving support because they are heard. When building a trusting rela-
tionship, the minimal boundary conditions must be satisfi ed — both parties
must be honored and respected, and both must be counted on to understand
each other's personal interests, needs, and concerns, which gives the assurance
that ultimately both will be better off from having trusted.
2.3.2.5 Guardianship The next level of trust provides safety and security
to the other person. A guardianship can be one way, much like a parent pro-
vides to a child, or mutual like soldiers on a battlefi eld. In a business relation-
ship, mutual guardianship means honor : We stand guard over each other to
defend each other against attacks, lies, dishonesty, and manipulations.
2.3.2.6 Companionship Being a companion means I trust you enough to
be in your presence a signifi cant part of my time. In business, this takes the
form of working well together in teams. Individuals come to the realization,
sometimes painfully, that they win or lose together, that they are on the same
team—in the same boat, facing the same storm together.
2.3.2.7 Fellowship This means much more than “membership” to an orga-
nization, company, or club; it is more than a company picnic or sales rally.
Fellowship implies a powerful attraction, commitment, and buy-in to the
values, hearts, and minds of the other members of the community. Because of
the weakening of the family structure, for many their workplace has become