Trust Building:
Methods of Strategic Culture
Change
信任的建立:
战略文化改变的方法
Mark Pixley 潘士礼
General Manager 总经理
Leadership Inc
利德顺管理顾问有限公司
LEADERSHIP INC
Trust in Organizations
组织机构中的信任
• As an organization develops, trust becomes a
measure of the strength and sustainability of the
organization.
当组织机构往前发展时，信任成为组织机构是否具底
蕴及持续发展力的考量
• Building trust is a challenge as it requires both
organizational and individual changes
信任的建立颇具挑战，因为它需要组织机构和个人二
者同时进行改变
• These changes will result in a new corporate culture
这些变化最终将带入新的企业文化
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Changing Nature of Organizations
组织机构的变化本质
Hierarchical
等 级 分 明
Networked
扁 平 化后
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• Cycle of Trust
信任的循环
• Cycle of Distrust
不信任的循环
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Matching Challenge with Capabilities
用能力迎接挑战
C
h
a
ll
e
n
g
e
挑
战
Capability
能 力
Boredom
厌倦
Stress
压力
Development
发 展
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Positive Expectancy
积极的期望
• Attitudes have a direct impact on the
results of the organization
结果如何态度是根本
• Trust based organizations involve a
belief about the organization and the
individuals within the organization.
对组织机构本身及对机构内个人的信任
是以信任为基础的组织机构的基石
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The Role of HR
人力资源部的作用
• Change Agents (Facilitating the change process)
改变的代言人（引导改变的过程）
• Guides (Helping find out what is possible and how to do it)
指导（帮助找出什么是可能的、怎样去做）
• Resource Providers (Providing access to support and
training as needed)
资源的提供者（为所需支持和培训提供协助）
• Nurturers (Provide necessary support and understanding)
哺育者（提供必要的支持和理解）
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Key Aspects of a Trust based organization
以信任为基础组织机构的主要表现
• Sharing and communicating goals (where
those goals are developed by those
responsible for implementing)
对欲达成的目标及时进行沟通和交流（由执
行责任人负责制定目标）
• Creating a learning environment (with
freedom to discuss and make mistakes
营造学习交流的环境（有讨论的自由，允许
犯错误）
• Developing self-directed work teams (which
utilize the capabilities of its members)
应用自主工作小组（旨在发挥小组成员的能
力）
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Sharing and Communicating Goals
对欲达成目标的沟通和交流
• Strategy 策略
• Goals 目标
• Action Plans 行动计划
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Goal Planning Process
目标的规划过程
• A strategy has to be constructed and owned
by those who will execute it
策略的制定需由执行者构建并拥有
• The process of creating goals enhances the
capacity to execute
建立目标的过程有助于提高执行的力度
• Goals have to be written and involve
accountability
目标须切实可行并认真记录在案
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Creating a Common Story
演绎一个共同的故事
• The process of developing, executing
and achieving goals creates a common
story
用发展变化的过程、实施及目标的实现
演绎成一个共同的故事
• Stories should be record and shared
within the organization
故事应归档并在机构内广为宣传
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Creating a Learning Environment
营造一个学习交流的环境
• All experiences (including mistakes) are learning experiences
所有的经验（包括犯错）均为学习到的经验
Reflecting
反思总结
Doing
行动
Double Loop Learning
双 环 学 习
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Productive Communication
具生产力的沟通
• Listening: The capacity to
hear and understand others
聆听：聆听和理解他人的能
力
• Question: The capacity to
inquire into others’
understanding
发问：了解他人是否理解的
能力
• Empathy: The sense of
what others are feeling
同理心：设身处地易位
思考
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Social Operating Mechanisms
社会运作机制
• Methods to enhance communication and interaction
within an organization
促进沟通和交流的办法
– Internet
互联网
– Managerial retreats
管理层外训
– Planning and Review session
规划和回顾
– Team building programs
团队建设方案
– Coaching and Mentoring
训练和指导
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Developing Self-Directed Work Teams
自主工作小组
• Self-directed work teams are formally established work groups in which
all team members undertake task and approach problems without
direct involvement of management
自主工作小组系正式建立的工作小组，小组成员承担任务并发现、解决
问题，管理层不必直接介入。
• Given challenging goals, sufficient training and reasonable guidelines,
self-directed work teams produce high quality communication and
involvement
鉴于欲达成的目标很有挑战性，充足的培训、合理的指导纲要、自主工
作小组将成就高质量的沟通和积极的参与
• The purpose is to capitalize on the knowledge and skills of a large
number of people – for the highest possible level of results
目的在于充分利用广大员工的智慧和技巧以获取高质量的成效
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Responsibility, Diversity and Leadership
责任、多样性及领导力
• The act of giving people responsibility tends
to make them responsible
放权意味着让人们负起责任
• Most successful teams have a range
diverse members who enhance the groups
capacity
大多数成功的团队之所以成功在于其成员的
多样性/多面性，从而提高团队的整体能力
• Leadership often shifts within a self-directed
work team according to the situation
随着形势的变幻，领导力常常在自主工作小
组间交替
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Types of Teams
小组的类型
• Operating teams
营运小组
• Departmental teams
部门小组
• Cross-functional teams
功能交叉小组
• Project teams
项目小组
• Ideally will be the responsibility, not an additional responsibility
理想境界，职责而非额外的责任
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Strategic Culture Change
战略文化的改变
• Trust comes first, it is the requisite of
sustainable change
信任第一，它是可持续改变的先导
• Culture comes last, it is the result of change
企业文化的改变最后，它是改变的结果
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Case Study
案例分析
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