Community Of Trust

If you are building any human organization, then you must have a foundation of trust and respect for effective communication at levels deep enough to sustain growth.

## Relationships

### To be applied after

* Community Of Trust provides a foundation for Developer Controls Process.
* Community Of Trust is needed in order to Size The Schedule.

*Contents of following sections belong to the original Organizational Patterns website[1] and have been divided into following parts: Context, Problem, Solution, Discussion.*

## Context

... once an organization has been established, interpersonal relationships have a significant positive or negative impact on the effectiveness of the team.

## Problem

**It is essential that the people in a team trust each other, otherwise, it will be difficult to get anything done.**

Communication is essential to the smooth working of any team; for
example, software developers must constantly talk to each other to
coordinate interfaces, builds, and tests. If individuals do not trust each
other, communication will not be smooth.

If people do not trust each other, they will spend time in defensive
mode. For example, if I don’t believe you will provide me a certain
interface on time, I might go to great lengths to code around it, costing
extra work and time.

Design reviews can foment distrust. All too often, design reviews
are contests among the reviewers to show who is more clever, and thus
do not provide helpful suggestions to the designer. One alternative is for people to put on their best social behavior in reviews, but that
dampens the energetic discussions that lead to the best insights in
group discussions.

The organization might have policies that smell of distrust: one may have to jump through hoops to be allowed to submit code to the
project base.

The perception of trust or mistrust is the reality, regardless of the
intention.

## Solution

**Do things that explicitly demonstrate trust, so it is obvious. Managers, for example, should make it overtly obvious that they are at the side of the organization, rather than playing a central role that controls people to do what must be done. Take visible actions to give developers control over the process.**

The key here is that the actions must be visible and obvious, particularly if they are removing onerous rules and processes. Shortly before
I went to work at a certain company, the company dispensed with time
clocks for research and development personnel. My co-workers spoke
fondly of the time clock smashing ceremony they had.

## Discussion

This is different from the oft-cited “empowerment” strategy.
Empowerment is a conscious abdication of control to lower levels (see
The Open Closed Principle Of Teams. In a Community Of Trust,
progress is more often made by bilateral agreement than by unilateral
directions. If people feel they have a voice and have influence over
decisions, they are more likely to trust those who make the decisions.
By the same token, they are likely to be more responsive in carrying
out responsibilities they have committed to themselves over responsibilities that have been “given” to them. In fact, you can’t give someone
responsibility; you can only give someone accountability. Responsibility is taken, not given. One of the most demoralizing things a manager can do is to give accountability in the absence of responsibility.

You need trust between the customer and all team members to lay
out project plans that extend from Size The Schedule in the
Project Management Pattern Language. The same is true for role
differentiation; giving everyone pride and individuality can contribute
to trust, as in Size The Organization and its subtending patterns in the Piecemeal Growth Pattern Language). Start building trust
by starting small with Few Roles, and let this principle guide the
Organizational Style Pattern Language. To keep people from
working defensively, one needs a team spirit; this is true Architect Controls Product and subtending patterns relating to People And Code Pattern Language.

Community Of Trust provides a foundation for many other patterns,
such as Unity Of Purpose, Patron Role, Fire Walls, Developer Controls Process, Responsibilities Engage, and more.

So why is this a separate pattern? It has a specific structural impact:
it is about nurturing communication paths, and has some positional
impact (in particular, it encourages manager roles away from the
center.) Second, the visible nature of the actions is important; we
haven’t captured that in any of the other patterns.

Trust is contagious, and spreads most effectively through an organization from the top down.

## References

1. ↑ http://www.svilendobrev.com/rabota/orgpat/OrgPatterns-patlets.html