Look, we have to find lots of ways to help our organizations  -- sometimes one person or one team at a time -- move toward the future. One of these openings is with the hidden leaders of organizations that know in their bones that things could be better in many ways, including trust. The team trust survey website is new as of September, 2010 and is likely to be tweaked as I learn more about what works best for people using the survey and website. As a consequence of taking too narrow an approach, some or all of these aspects of experience may remain unaddressed or completely undiscussable -- meaning they are only talked about in the background, not directly with those who can do something to change the situation. The Team Trust Survey is a free discussion tool that any member or the leader of a team can introduce to a group as a way to liberate the energy  for change. The process of developing these agreements naturally takes the group into a discussion of the behaviors that will most foster trust -- or undermine it -- in the group.
Each of the five levels is characterized by certain patterns in behavior and relationships that contain the seeds of improvement.
But the survey is also only a framework, a container within which the group must itself decide whether, in fact, these are the most important development tasks, and how to accomplish them, drawing on the wisdom of the team itself.
The outcome of the survey at one level is simply a set of conversations and a plan to move forward.
Amy Edmondson, Novartis Professor of Leadership and Management at Harvard Business School, has shown that where people feel free to be themselves, where mistakes and problems are discussable, the result is much faster team learning, which in turn means adaptation and innovation thrive. As co-author of Driving Fear Out of the Workplace and The Courageous Messenger, it became clear to me that teams could be deeply challenged by  their "undiscussables," but even when team members mastered some of the skills needed for higher trust, the old-style hierarchical models in their guts still held people back.
The keys to starting the process are knowledge and choice:  someone learns of the survey, explores it and decides to introduce it.
Building the Team Trust Survey and associated website has been supported by many friends and colleagues. Additionally, I would like to thank Theresa Lawrence, Strategic Marketing Director at Ultimate Software (rated as one of the best places to work).
And thanks to all of you who post your comments here, too, as a way to help this idea grow and prosper. You are also correct in your prediction that those additional intelligences that I’ve mentioned, are released by higher trust levels.  That’s so because it take the serotonin that’s generated by good tone to unleash talents and vulnerably exchange ideas that involve risks! WHAT JOY it would be however, to create the synergies needed for adaptation and innovation.  Let’s consider a project (after we can get a bit freer space from current commitments) that would carry these possibilities into creating another innovative pathway into the future.
These are merely ideas that come to mind, and you likely have far better opportunities in mind. Like you, we sometimes look at these a bit differently also – since we now know that the amygdala (which holds emotions) is a central part of the human brain.
As I read your Hack, I found myself wondering how you grew so deeply involved in the team trust arena, and sense that story would also be an interesting one.
Another person, may be highly intrapersonally intelligence (with deep self-awareness) as well as highly interpersonal (with keen skills to engage and learn from others). I plan to take an even more serious look at your excellent survey, to try and see how it integrates with Brain Based certification and coaching also. The survey appears to address sever of a person’s multiple intelligences, and it strikes me that a few stand out.
Thanks so much for dropping by.  I can certainly use your guidance, so let me respond to a few of your points.
There is a word in our Indian invocations to the Gods that perfectly describes what I feel at you and Raj seeing and appreciating each other's work: Savita. My work perhaps is too logical and clinical, possessing as it does overtones of Taylor's Assembly Line. It is a pity that the phantom who derated your hack to 3.875 overall causing it to lose its honorable listing did not appreciate where we were heading.
Another thought I've had about that intersection is how at a certain point in a team's conscious evolution toward high trust, the kind of system you are talking about really would be attractive to members. It was kind of you to visit my hack on Achieving the ends of Knowledge and seek to bridge the gap between our approaches.


In my reply to your comment at my site I have sought to bridge the gap with your point of view.
Basically my work re-writes a very basic conventional wisdom: that people own their knowledge and can choose not to share it. I have treated trust and teamwork as an essential component of feedback and offer intelligent energy for management of interactions so that relationships can develop and constructive thinking takes place.
I am going to copy this comment to my Compelling Enrgy site and would request you to do likewise with your response.
If anyone would like to follow my response to Raj, you may find it on the hack listed above (not the one on Compelling Energy, my mistake). Team members download the survey, rate it, and then gather to share their results with one another. The discussion results in a plan that responds to the felt needs and perceptions of group members and will be unique. The siloed view of people, including the focus on individual styles in otherwise well-intended, programmatic, super-expensive team development efforts, does little to support the combined talents and synergies that define a team from the inside out. Theresa kindly offered to include the survey with Ultimate Software's own broad marketing efforts. One caveat is that we sustain MITA brain based renewal completely by renewal ventures we market – so I’d also like to consider a possible market that may help us to fund and support a joint innovation project.
The excitement I get in spite of my crazy schedule at the moment, is that the area we address is both the one that put the US in a horrid position in the world economy, and the one that could propel it back into a wonderful place of global modeling and innovative engagement. Thanks also for this Hack that unpacks issues of trust in teams, that surfaces so many firms we too encounter.
That person would come to any digital group with stronger skills to engage issues and find common ground among all players. It would be great with any group to start discussions, about shared practices that move innovations along on a common pathway. Intrapersonal intelligence, where a person grows to know self, in ways that hold integrity, values wisdom, dons faith, reflects regularly, cultivates confidence, nurtures curiosity, and chooses to spend time alone at times. Interpersonal intelligence, where a person learns from others, values people, places others ahead of self, cares for those who get left behind, gives, treats people as finest capital, enjoys pooling different talents, invites feedback to grow, leads by example in teams. Linguistic intelligence, where a person expresses ideas well, articulates accurately, plays with words, shows word pictures, uses good tone to build goodwill across differences, writes out or considers ideas carefully before communicating these to others, typically speaks and feels heard. Likely there are other intelligences that could be developed also, but those come to mind first. When it had been downloaded a couple thousand times, I decided it probably needed its own website as a support base. The survey isn’t really “open source,” but I think over time it could move in that direction. Your work captures the imagination of personnel and has driven remarkable results in application. I think it is the sense of mission that creates people like him and they learn as they go along. My handicap is I cannot speak in concrete terms as I do not have results on the enterprise scale. I have progressed on the principle that Knowledge workers must interact to perform their work.
It has taken me years to find the philosophy that guides all Knowledge work and establish my work is a method to implement that philosophy.
Psychologische Auswertungen zeigen, dass die  Veranderungsbereitschaft von Menschen immer nach dem gleichen Schema ablauft. The goal is initially two-fold: to develop general agreement on one of five overall trust level ratings, and to develop a shared path forward.
Whatever this plan, however, the deeper outcomes are learning, consciousness, interpersonal respect and openness. But more than this, when teams become safer in this way, they are truly free to create a vision of what the team could be -- and what the organization and its relationships could be, as well.


This definition best comes from team members' sense of mutual ownership for the team's growth and change. As a result, the survey has been downloaded about 3,000 times from my own sites and through Ultimate Software. Your wisdom blends so well with,  and informs our 2-bits but we are both after the same brainpowered ends! We find the resources tend to be there and when folks see the value, resources tend to follow fast! Yet it’s an area not often identified as both the toxic culprit and the winning opportunity:-).
Love the way you meld both intellectual and emotional responses, which also is our approach. For instance the person who is easily angered, threatened, or jealous of a colleague will enter a team with barriers that may prevent any dialogue on team trust if attacks emerge, for instance. The MIX is a terrific place to test these skills and to make them work for the greater good and for the benefit of the wider purpose of innovation, as Annie and others shared. Life is a bit crazy here at the moment – and yet I hope to consider further this work, as it is the missing piece in innovative or leadership pursuits. There is a monetization process called “Registered Use,” but that’s only for consultants who would sell their services in connection with the tool, not for teams that discover and decide to use it on their own.  The survey, itself, will never be sold. In a way it implies the Mantra itself: a meeting point of the creator and created and a source of tremendous power.
I am preparing my Story to give an idea of the results achieved by my prototype on the Department scale. The great leap my work offers is that everything is organized for personnel who wish to contribute.
They do this by opening up the conversation about what their relationships with one another could be and should be. Without this support, I might never have figured out it would be a good idea to develop a dedicated website -- just now created -- for the survey! I also liked the scale because it enabled a fundamental reflective turn related to trust-building: helping people move from thinking about fear and mistrust as something to be cured “out there” or for others (which can be the blame game rewritten), and instead feeling and experiencing it by bringing it “in here,” with us, right now in this room.
I was taken up by a sentence Raj has wrritten somewhere likening his work to switching on a collective's mind power with electricity.
Well, combine the two and I believe we have a genuine management innovation for the world, a very humane path for trust, empowerment, and freedom that harnesses technology as never before to progress towards success. He was a carefree bloke in his school days till he filled the Application Form for Liberal Arts. It's based on my personal experiences as a consultant and professional dreamer about the possibilities for people, teams, and organizations.
Thanks for opening a dialogue, Dan, and for the skill you bring to the topic of building trust in teams, that should be highly central as fuel for an innovation era. At best the flea can manage a peanut sized reference which the beast will munch up in no time. No amount of counselling could have brought about the shift in his mind that the Application Form did. Conscious team development is shunned except for fix-it strategies when mistrust becomes too obvious, but this misses the potentials for growth, creativity, and innovation that higher trust levels can bring. I may not implement it but as I said, it will serve to guide the thinking on establishing constructive interactions.



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