Questions, Feedback, And Resources To Help Complete Week

Questions Feedback Relevant Resources To Help Complete Week 4 Task

Questions, Feedback, & Relevant Resources to Help Complete Week 4 Tasks Just as it has been with the previous weeks, the Objectives for Week 4 Topic: “Building Trust and Working with Stakeholders” are underpinned by the three Tasks: (i) Course Assignment on Building Trust; (ii) Topic 4 DQ 1; and (iii) Topic 4 DQ 2. In essence, the rationale behind the Course Assignment on Building Trust (due on 14-Aug-2019 at 11:59:59 PM) is to address the case study scenario on how you would tackle a collaborative relationship between the City of Phoenix and GCU to enact a quarter-cent sales tax in order to extend the light rail down Camelback, making a stop at the main entrance of the GCU campus. However, to better address this case study scenario, you are also required to consider yourself in the role or position as an individual who has just graduated from GCU with your MPA degree and landed a job as an assistant to the City of Phoenix manager.

Pertinent to tackling this case study scenario, you are particularly therefore required to address the following components: Describe the various stakeholders involved in this project with whom you may need to build trust. Describe all the factors you should consider when taking on this goal. Explain how you can use your knowledge of these factors to build trust with the various parties involved. Recommend best practices to build trust with all stakeholders involved. Please note: To reiterate some of the perspectives learned from the assigned Northouse (2019) text in ways by which the essential knowledge base derived therein might also resonate with the work of Kouzes and Posner (2017), it’s imperative to reflect on how “Cooperative Relationships” can implicate “Building Trust and Working with Stakeholders.” Moreover, to develop cooperative relationships, leaders must establish norms of reciprocity within teams and among partners, so that people at all levels can treat one another with fairness and respect.

People who reciprocate in fostering collaborative relationship are more likely to be successful than those who try to maximize the individual advantage, so leaders must make sure that all parties understand each other’s interests and how each can gain more from collaboration than advancing competition or independence. People who grow up in a culture that rewards individual or competitive achievement have the perception that they will do better if people are rewarded solely for their efforts. However, cooperation pays bigger bonuses because people are more likely to cooperate if you structure work, so their joint efforts are rewarded. Leaders know that positive face-to-face interactions are also critical for collaboration to occur.

There is no more effective way to build trust and promote teamwork than making it a practice to get people together regularly via face-to-face encounters. Even though many relationships will not last because of the changing environment, leaders should treat every significant relationship as if it will last a lifetime and will be important to future success––and they need to get others to act in the same fashion. Human networks make things happen, and the best leaders are in the middle of them; therefore, every leader needs to invest time and effort in building and nurturing web of relationships. Ways that leaders can take action to facilitate collaborative relationships that can contribute to “Building Trust and Working with Stakeholders” are to: Believe in the purpose, goal, and rationale for “Building Trust and Working with Stakeholders” and to often communicate it by saying to their stakeholders, “I trust you.” Saying it matters, and, obviously, the leader better means.

Extend trust to others first, even if they have not already extended it themselves. Share information about themselves—their hopes, their strengths, their fears, their mistakes—the things that make a leader whom he or she is. Ask others for help and assistance when needed. Spend time getting to know their stakeholders and find out what makes them tick. Show concern for the problems and aspirations others have.

Listen, listen, and listen some more. Put the interests of the organization and stakeholders ahead of one’s own. Share what they know with their stakeholders, answer stakeholders’ questions, connect them to resources, and introduce them to others in fostering the collaborative efforts. Clearly articulate and frequently repeat the common goal that all are striving to achieve, the shared values that are important, and the larger purpose of which everyone is a part. Do someone a favor.

If they receive a favor, reciprocate. Structure projects so that there is a common goal that requires cooperation. Make sure that people appreciate that they are interdependent with one another. Find ways to get people together face-to-face. Week 4 Discussion Question (DQ) 1: For the Week 4 Discussion Question (DQ) 1, the intent for this Discussion Topic is to demonstrate your understanding and rationale by explaining why “trust” represents an important ingredient or component in building relationships between organizations.

As a way of demonstrating your understanding and rationale, you are thus required to specifically 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. By building collaborative relationships, organizations 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. 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: Can a leader’s nonverbal behavior detract the power of trust in fostering a credible collaborative relationship between organizations?

What does it take to convey trust in fostering a credible collaborative relationship between organizations? What does it take for the demeanor and behavior of trust you exhibit to measure up to the scrutiny of followers and stakeholders? How can leaders use nonverbal communication to achieve communication goals in fostering a credible collaborative relationship between organizations? 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? What happens when words and nonverbal cues conflict in fostering a credible collaborative relationship between organizations? Do you know any leaders whose verbal and nonverbal cues do conflict indeed in fostering a credible collaborative relationship between organizations, and why?

What do you think about “Building Trust and Working with Stakeholders” that require shared values? Can we all exercise leadership, or is it reserved only for those special persons at an organization’s top? Is there a leader in you? Will you look ahead when everyone wants to look back? Do you dream of tomorrow when others want it now?

References

• Gamble, T. K., & Gamble, M. W. (2013). Leading with communication: A practical approach to leadership communication. Sage Publications.
• Kouzes, J. M., & Posner, B. Z. (2017). The leadership challenge: How to make extraordinary things happen in organizations (6th ed.). Wiley.
• Northouse, P. G. (2019). Leadership: Theory and practice (8th ed.). Sage Publications.
• Tetteh, G. (2019). [Additional references as needed based on research and supporting materials].
• Additional credible sources pertinent to trust, leadership, and stakeholder engagement as appropriate.