Then, as your level of trust and consequently openness increases, opportunities will arise for you to understand and solve together bigger and bigger challenges.
Well, in these your first job is to understand and solve the challenge on behalf of the others (and not waste their precious time). And then your job is to sell the solution to them (which requires getting their trust).
Either process can be effective, if applied in the appropriate situation.
But, mind you, *if* the challenge is complex or requires input from the others, the second approach *will* lead to staggered try-fail-repeat cycle, eventually leading to community level frustration.
Hence, be aware of the nature of your challenge. If it is a complex one...
1. Good will: Trust begets trust and mistrust begets mistrust. If you assume others have bad will and they should earn your trust, you will withhold your trust and create a cycle of non-trust. People do bad things, but do they *want* to?
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So find the good the others are after. Trust that there is good will in everyone. Find it. Show that you trust this good in the other, and create a 'trust begets trust' cycle.
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2. Knowledge and skills: Yes, its easier to trust when you know someone is good at something. So get to know each other's strengths.
What are networks?
What kind of networks are there?
What are the key elements of a vibrant network?
What kind of leadership is required?
What steps and tools will be beneficial?
Plus extras and a comprenesive framework for network appraisal.
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Introduction:
I've studied networking and network management for the past 17 years, first as a PhD researcher, then as a post-doc, and now as a full time entrepreneur, trainer and developer.
These years have taught me the theory and practice of trusting cooperation.
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