We begin with simple game theory to highlight the dramatic fragility of good behavior as a strategy for producing trust, then move to gossip and third parties as predictable sources of reputation and trust. The exception is a case describing Jamie Houghton's actions as CEO at Corning . Case focuses on the changing role of alliances in Corning operations, illustrating mechanisms responsible for trust between the businesses. The above weeks focus on how to use social capital to add value. Knowing when is as important as knowing how.
Able managers can read non-verbal cues to know when to move.
This session is about when to push and when to back away. It is about explicit and implicit frames that shape how events and proposals are interpreted. It is ultimately about the competitive advantage that managers with social capital have because of their ability to quickly shift between frames. The session consists of dissecting manager deliberations leading up to British Steel 's decision about buying a direct reduction plant. Video tape on the managers shows them making tertius moves against one another and the resulting distinction between winners and losers.