Trust is one of the key challenges in collaborations and has been examined by many academics and business experts over the years. Trust can act as a “glue” that holds collaborations together, particularly in complex, multi-organisational partnerships. It is fundamental to successful collaboration and can impact commitment, communication, and decision-making.
Chris Huxham and Siv Vangen developed a body of work known as the Theory of Collaborative Advantage. Successful partnerships between organisations can achieve results that none could accomplish alone. The energy and collective output of these partnerships is called “collaborative advantage.” However, the more common experience is an inability to realise the potential of the partnership, a phenomenon they term “collaborative inertia.”
The theory was developed through real-life case studies of public and private sector collaborations conducted over many years. Huxham and Vangen identified key areas around which advantage or inertia could build, which they called “Themes.” This article provides an overview of Huxham and Vangen’s work on trust.
Three Types of Trust
- Interpersonal Trust: Trust between individual team members, which affects day-to-day interactions and communication.
- Institutional Trust: Trust in the organisations or systems represented by each participant, influencing perceptions of organisational reliability and integrity.
- Situational Trust: Context-dependent trust that may fluctuate based on the specific collaborative environment or project phase.
Trust-Building is a Dynamic Process
Trust is not static; it is a cyclical, evolving process that is built, maintained, eroded, and potentially rebuilt over time. Trust development is influenced by repeated positive interactions, fulfilled commitments, and open, honest communication. Negative experiences, such as unmet expectations or perceived betrayals, can quickly erode trust and require substantial effort to rebuild.
Trust and Risk-Taking
High levels of trust encourage team members to take collaborative risks, such as sharing sensitive information or relying on others to complete critical tasks. Conversely, low trust leads to cautious or defensive behaviours, limiting the openness and sharing essential for effective teamwork.
Trust and Power Dynamics
Power imbalances within collaborations can impact trust; those with less power may feel vulnerable or distrustful if they believe their contributions are undervalued or at risk of exploitation. Vangen and Huxham suggest that building trust often requires addressing and managing these power differences to foster an environment of mutual respect.
Strategies for Building Trust
- Emphasis on transparency in communication and decision-making to foster trust.
- Reciprocity in collaborative actions, where mutual exchange and demonstrated commitment help reinforce trust over time.
- Consistency in behaviours and commitments, as predictable and reliable actions promote a stable foundation for trust.
- Starting with small, low-risk projects, where successful completion encourages trust development, allowing for engagement in more complex projects.
Challenges in Sustaining Trust
Trust requires continuous effort to maintain, particularly in collaborative settings where goals, participants, or environments may shift. Miscommunications, conflicts, or unmet expectations can quickly damage trust, underscoring the importance of regular relationship management and conflict resolution.
Tensions in Collaboration
Vangen and Huxham’s work views trust as a pivotal, nuanced, and often fragile element of collaborative success. Trust requires management to withstand the challenges inherent in collaborations.
An observation from real-life case studies was that there were often conflicting pressures on behaviour. For example, there may be a need to protect critical corporate IP versus the need for transparency in communication and information-sharing to foster trust in a collaboration. Huxham and Vangen refer to these conflicts as “tensions.”
Numerous tensions exist in building trust, often between being too trusting of a partner, risking reputational or financial damage, and not being trusting enough, leading to damaged relationships and dysfunctional partnerships. These tensions can arise in themes related to power, membership, aims, identity, and many other areas.
Huxham and Vangen suggest that navigating tensions requires a careful and persistent search for a middle ground between taking too much risk and being overly risk-averse. For example, while common aims are expected in collaborations, they are often unachievable and represent an extreme position. A recommended starting point is to work jointly towards different, potentially similar aims. In this way, collaborative inertia is avoided, and trust is fostered through successful joint working.
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Based on work of Chris Huxham and Siv Vangen. Managing to Collaborate (2005), Routledge.
Author / Infographic: Joel Marks