Questions, Feedback, & Relevant Resources to

10 Sep Questions, Feedback, & Relevant Resources to

Questions, Feedback, & Relevant Resources to Help Complete Week 4 Tasks

For the Week 4 Discussion Question (DQ) 2, the intent for this Discussion Topic is to expand on the DQ1 for which you were asked to demonstrate your understanding and rationale by explaining why “trust” represents an essential ingredient or component in building relationships between organizations. As a way of demonstrating your understanding and rationale, you were also asked to explicitly give positive and negative examples as to why you believe or think that “trust” represents an important ingredient or component in building relationships between organizations.

Therefore, for the Week 4 Discussion Question (DQ) 2, you are asked to “Rank” your recommendations for building trusting relationships between stakeholders and to also explain your ranking. Please Note: The recommendations that you are asked to “Rank” are the positive and negative examples you provided for the DQ1 posting regarding why you believe or think that “trust” represents an important ingredient or component in building trusting relationships between stakeholders and to also explain your ranking.

As I had previously stated, by building collaborative relationships between organizations or stakeholders can develop competence and confidence in people because in making people have a sense of options, latitude, and accountability, can fuel people’s sense of trust, power, and control over their lives. Yet as necessary as enhancing self-determination is, it is insufficient without the knowledge, skills, information, and resources to foster collaborative relationships that can contribute to “Building Trust and Working with Stakeholders.” Fostering collaborative relationships might also require investing in some training components and developmental experiences that can increase people’s competencies and build their confidence. Without some educational mechanism and coaching tools for building collaborative relationships, people are reluctant to exercise their knowledge, in part because they do not know how to perform the critical tasks and in part out of fear of being punished for making mistakes (Kouzes & Posner, 2017).

Again, by way of finding answers to some unanswered questions as to why “trust” represents an important ingredient or component in building relationships between organizations, perhaps reflection on some of the following Socratic ponderings and viewpoints that resonates with T. K. Gamble and M. Gamble (2013) assertion might help shed more insights:

Understanding the power of “Trust” in building relationships between organizations or Stakeholders:

1. Can a leader’s nonverbal behavior detract the power of trust in fostering a credible collaborative relationship between organizations?
2. What does it take to convey trust in fostering a credible collaborative relationship between organizations?
3. What does it take for the demeanor and behavior of trust you exhibit to measure up to the scrutiny of followers and stakeholders?
4. How can leaders use nonverbal communication to achieve communication goals in fostering a credible collaborative relationship between organizations?
5. Do you feel that more attention is paid to the nonverbal cues of a female leader as opposed to the nonverbal cues of a male when it comes to fostering a credible collaborative relationship between organizations?
6. What happens when words and nonverbal cues conflict in fostering a credible collaborative relationship between organizations?
7. Do you know any leaders whose verbal and nonverbal cues do conflict indeed in fostering a credible collaborative relationship between organizations, and why?
8. What do you think about “Building Trust and Working with Stakeholders” that require shared values?
9. Can we all exercise leadership, or is it reserved only for those special persons at an organization’s top?
10. Is there a leader in you?
11. Will you look ahead when everyone wants to look back?
12. Do you dream of tomorrow when others want it now?

Please Note: Attached below is the Discussion Question (DQ) Participation Rubric (20 Point) Criteria; please ensure that your DQ assignment complies with the Discussion Question (DQ) Participation Rubric (20 Point) Criteria.

Furthermore, apart from the assigned text readings, in the quest of addressing the WK 4 DQ 2, you are encouraged to review any of the following attached or configured source materials that may interest or assist you:

1. Boukendour, S., & Hughes, W. (2014). Collaborative incentive contracts: Stimulating competitive behaviour without competition. Construction Management & Economics, 32(3), 279–289. DOI: 10.1080/01446193.2013.875215
2. Davenport, A., & Mattson, K. (2018). Collaborative leadership as a catalyst for change. Knowledge Quest, 46(3), 14-21.
3. Meng, X. (2015). The role of trust in relationship development and performance improvement. Journal of Civil Engineering and Management, 21(7).doi:10.3846/13923730.2014.893923
4. Switzer, A., Janssen-Jansen, L., & Bertolini, L. (2013). Inter-actor trust in the planning process: The case of transit-oriented development. European Planning Studies, 21(8), 1153–1175. https://doi-org.lopes.idm.oclc.org/10.1080/09654313.2012.722940
5. How to Build Trust – Project Leadership Training
6. How to Build Trust and Relationships
7. Five Steps to Achieve Trust Within a Team
8. Cooperation vs. Collaboration: When to Use Each Approach

“Shew thy marvellous lovingkindness, O thou that savest by thy right hand them which put their trust in thee from those that rise up against them” (Psalm 17:7, Authorized King James Version, AKJV).

References:

Gamble, T. K., & Gamble, M. W. (2013). Leading with communication: A practical approach to leadership communication. Thousand Oaks, CA: Sage.

Kouzes, J. M., & Posner, B. Z. (2017). The leadership challenge: How to make extraordinary things happen in organizations (6th ed.). Hoboken, NJ: John Wiley & Sons.

Northouse, P. G. (2019). Leadership: Theory and practice (8thed.). Thousand Oaks, CA: Sage.

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