Then, as in the case of the bank Vice President, there came an instance of openness and honesty. This moment originated from an unlikely source. Much like the courageous Bank Vice President, there was a member of the faculty who had been quiet throughout most of the retreat. The retreat participants had been asked to describe the environment in which they feel most productive. What was the setting in which they felt most comfortable with their role as a faculty member? The quite member hesitantly spoke up. He indicated that he most enjoyed sitting in his den at home reading historical volumes that took him far away from the everyday world in which he was living. Since history is this faculty member’s discipline, it was not surprising that he is aligned with this practice of historical review and scholarship. However, he went on to share his fears about the world in which he is living. He indicated the following: “I am a very closed person. I don’t open up with many people – even my wife and family.” It was a remarkable moment. Ironically, this statement about being closed was the most open and honest statement made during this retreat.
His colleagues sat there for a few moments without saying a word. They were touched by his words and admired their colleague’s perspective for perhaps the first time in many years. It was not only the curriculum that needed to be changed, but also the ways in which each of these faculty members had to live and work in a changing and challenging world. The retreat became much more productive as a result of this disclosure. The group member who was least trusting took a risk. He helped to raise the level of openness and trust among all members of his academic department. A Cycle of Trust was engaged for a short while in this wilderness setting. The faculty members had become a team. They made significant progress in not only updating their curriculum, but also becoming closer and more supportive of one another.
Trust and Interpersonal Needs: A Personal Reflection
I conclude this perspective on Trust and interpersonal needs by revealing an actual interaction I had with Will Schutz. This interaction occurred during a planning meeting that concerned an MA human relations program in which Will and I were both teaching. There was a significant challenge associated with convening this group. The leaders of this MA group had brought together a group of men and women who were accustomed to being in charge and doing planning by themselves. The episode I will share offers a display of Will’s own sensitivity regarding inclusion, control and openness. It also illustrates the way in which fulfillment of these three needs relates to the achievement of Trust in a personal relationship, as well as in a group.
Will and I had known each other for several years (mostly in conjunction with this MA program). Will was much more “famous” than I was at the time. He was publicly more prominent than most of the other faculty members. He was at the top of this status-based totem pole. Yet Will treated me (and other members of the faculty team) with respect and deference. He did a beautiful job of managing the Inclusion of all team members (regardless of status). Will was also a superb facilitator of our planning team—a team that was filled with strong ego folks. He provided a thoughtful amount of Control and ensured that everyone felt influential as well as included. Finally, and most dramatically, Will Schutz exhibited and invited Openness. He was quite candid in his expression of opinions and feelings regarding the process of our planning group and the nature of participation by all members of the group (including himself). A high level of Trust was established in this planning group – largely as a result of Will’s contributions.
Download Article 1K Club
