The slow pace of building and organizing for trust in internal collaboration within social services

Abstract

This study sets out to understand how trust-building is created in a municipal organization when the highest level of decision-makers decides to implement trust-based governance. The study focuses on the social services internal organization. The aim was to capture how the participants perception of trust-building during internal collaboration through time, and how the process unfolded over time. A qualitative longitudinal study was designed, and data was gathered comprising written reflection texts about internal collaboration and activities to promote collaboration, ratings of perceived emotions and trust, and meeting observations. The study uses abductive thematic analysis. The main finding illustrates that to social relations and trust between individuals was challenging, however there was perceived trust in the overall change process to become one unit and identify common work methods. This study reinforces the need for physical social relational ties to see beyond the focus on new internal collaborative working methods. It stresses the importance of acknowledging personal and social chemistry in transitioning to new roles, responsibilities and professional skills to build trust.

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