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In “Design For Prevention” (there’s no link here because the book hasn’t been released yet), friend and mentor Bill Livingston elegantly states:

Trust substitutes for search, negotiation, monitoring, and enforcement; it substitutes for hierarchical control internally and for the legalisms of contracts externally. The core elements of trust include: reciprocity, reputation, and a common semantic.

Reciprocity and reputation align motives, and a common semantic aligns perceptions. People have an innate, passionate desire to contribute, called the instinct of workmanship. Opposing this urge to contribute is fear of rejection, failure, loss, retribution, or embarrassment. Earned trust tips the balance between the urge to contribute and fear. Working in an environment of trust reinforces, validates, and supports trust. – William L. Livingston

The truth in Bill’s words ring loud and clear to me. Trust flattens the hierarchy and nurtures the emergence of a collaborative, wealth creating community. Without trust, a herd-following and hardened mediocracy is guaranteed.

Sadly, because those in the top tiers of CCHs want nothing more than to stay in the penthouse, trust is not allowed within corpocracies. Fine grained, micro-detailed work schedules (that are hopelessly out of date as soon as the ink dries) coupled with useless daily status meetings continuously destroy trust and clearly show “who’s in charge” and who’s supposed to be more important.

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