Research Update and Next Steps

The Trust model has evolved since the original version of this chapter was presented. A summary of the additions to the Trust model include the following:

• The three types of trust have been more carefully defined as follows:

  • Blue Trust is referred to as Competence Trust and it answers the question: Can you do the job (or the work)?

  • Yellow Trust has been labeled Integrity Trust and it answers the question: Will you consistently look after my interests?

  • Red Trust has been labeled Intuitive Trust. It answers a complex question: Does it feel right?

• The complexity of the question "Does it feel right?" has been investigated and two parts to this question have emerged. One is based on a raw emotional response and the other on something that is often referred to as "rapid processing", which is the effect of synapses connecting in the brain to harvest our knowledge and experience. It occurs typically at about 2,000 times the speed of logical thought. This latter part turns out to be of significant importance.

• Rapid processing is a critical ingredient in what is popularly referred to as "gut feeling." An informal pilot investigation into successful senior managers and executives suggests that virtually all decisions are based on an approximation of gut feeling that is probably a red trust reaction to a situation. The decision is then post-rationalized based on the other two types of trust in order to justify the decision and to protect the organization and the individuals for audit and accountability purposes.

• The first of the research projects described earlier is nearing completion. A prototype trust-based contract is being tested (now in its third year and delivering some interesting ideas regarding faster and lower cost contract formation and management). There is growing evidence of trust-based behaviors in management, including for example, a group of consultants in California who will not do business with clients or partners who require a formal contract. The principle appears to be that a trust-based relationship will ensure a fair exchange of value through modified behavior rather than trying to get the "best deal" through a formal contract.

• New projects addressing the validation of the Trust model in management practices and behaviors, cost and time saving opportunities, and testing of project management process improvements are being designed and will be launched in the next phase of this research program.

Research at the University of Calgary in the area of project management is not considered complete until it is converted into material and knowledge of direct application to the field of project management. Each of the above research projects has a pragmatic problem underlying the inquiry. If the learning from the research supports the hypothesis, then a potentially better solution to the problem may be generated. Those solutions are what industry and government supporters of the research are looking for. They also represent the added value that our students bring to the marketplace.

An ongoing research program will inevitably identify new areas for study and new questions to ask. The trust arena is a fertile area of study and one of increasing relevance to project management today.