Swift Trust

From P2P Foundation
Jump to navigation Jump to search


Stowe Boyd:

"Impermanent teams operate as well as they do because of a well-researched — and profoundly important — social phenomenon, called swift trust, first detailed by Debra Meyerson and colleagues (see Swift Trust and Temporary Groups).

I’ve written about this recently, building on Myerson’s explanation, that impermanent teams can come together and accomplish projects with the least amount of politics, because a/ the participants are all aware that the project is of limited duration, b/ the team members are able to assume functional roles based on their previous experience with a minimum — or zero — training, c/ the project is based on distributed, complex, non-trivial tasks that require deep expertise, and ongoing coordination or work activities, and d/ people can suspend their need to build deep trust because it is a project comprised of other rōnin.

Stowe Boyd in: The Meaning Of Work, Connectives, And Swift Trust

"These techniques that resemble deep trust, but are lighter-weight and faster to adopt, can be used to quickly get down to business in an ad hoc team, and focus on doing what is needed to get done; instead of getting bogged down in actual trust development, which can take weeks or months to build.

I believe that swift trust is becoming the default for creative work, and that we are all increasingly operating as if every activity we are involved in is impermanent. Increasingly, at least for most creatives, that is the case anyway. But some people, like me, are intentionally adopting the ad hoc project team as the form factor for all creative work.

Partly this is to take advantage of swift trust — where deep trust activities are deferred or completely put aside — and the team members operate in a social demilitarized zone, putting aside long-term obligations and politically-negotiated power arrangements. Instead, we join such teams and rapidly assume the role that fits us, people interact based on the nature of the roles that all members play. We suspend our disbelief and agree to trust within the confines of the groups narrowly defined goals.

And just as important, as a consequence of deferring the complex and involved discussions of personal purpose, every ad hoc team member can cast the project in terms of how it lines up with their personal meaning for work. The members do not need to collectively agree to a single shared reason for existence. That is shelved, since the team members will be going forward on their own life paths, as soon as the project is completed." (http://www.stoweboyd.com/post/9746463889/the-rise-of-ronin-and-the-liquid-economy)