Image Source: Sports Illustrated
When the Philadelphia 76ers coined the phrase “Trust the Process,” they highlighted a crucial element for success: trust. It’s not just relevant to sports but vital in organizations and leadership as well. Trust is the foundational element that allows inquiry to thrive. In a business context, trust is what enables employees to admit they don’t know something, to ask questions without fear, and to explore new ideas.
In today’s workplace, asking questions requires more than curiosity—it demands courage. This courage is grounded in the belief that your questions, thoughts, and uncertainties will be met with understanding and not ridicule. Leaders who build trust within their teams create an environment where inquiry is not just encouraged but becomes an essential part of the culture.
The Link Between Trust and Vulnerability
When someone asks a question, they make themselves vulnerable. Revealing that you don’t have all the answers can feel like exposing ignorance, and in many environments, ignorance is penalized. In the absence of trust, employees often refrain from asking questions because they fear disconnection, isolation, or being seen as incompetent.
Safiya Noble, an associate professor at UCLA and author of Algorithms of Oppression, experienced firsthand the detrimental effects of a work environment where trust was absent. After the death of her mother, Noble’s boss responded coldly when she shared the news, focusing on work obligations rather than offering empathy. Noble felt disconnected from her work, and this incident shifted her perspective on the role of humanity in creativity. She realized that without trust and understanding, it’s impossible to be fully creative.
In an academic setting, Noble faced another challenge when she incorporated her personal experiences into her research. The academic world often values objectivity, and any reference to the self is seen as subjective and less rigorous. However, Noble’s decision to trust her own reflections and use her experiences as the foundation for her work allowed her to make groundbreaking contributions to the field of inclusive technology. Trusting herself and her questions led to a deeper, more impactful body of work.
Trust as a Driver of Creativity
In organizations, trust is not just about making employees feel safe; it’s about fostering creativity and innovation. Safiya Noble’s experience is a clear example of how trust can open doors to new ideas and breakthroughs. When people feel safe enough to ask questions and take risks, they bring their full creative selves to the table.
Dag Folger and Peter Knutson, co-founders of A+I (Architecture Plus Information), emphasize the importance of trust in their creative process. When working with clients, they don’t start by asking what kind of office space the client wants; they start by asking how they feel at work, who they like to talk to, and when they feel most productive. This line of questioning requires a deep sense of trust between the firm and its clients. It’s this trust that allows them to interpret and reinterpret what the client is trying to achieve, leading to more innovative solutions.
In fact, one surprising outcome of this trust-based approach is the discovery of unexpected players in the creative process. For example, A+I found that in many cases, the accounting department plays a crucial role in designing projects. When they design spreadsheets to schedule and staff a project, they are engaging in creative problem-solving. Trusting employees from all areas of the company to contribute creatively can democratize innovation and lead to more holistic solutions.
Radical Transparency: Trust in Action
Ray Dalio, founder of Bridgewater Associates, takes the concept of trust to an extreme with his principle of radical transparency. At Bridgewater, all conversations are recorded, and there is no room for office politics or behind-the-back discussions. Dalio believes that transparency and truth-telling are essential for creating meaningful work and meaningful relationships.
Dalio’s approach may seem Orwellian to some, but it is rooted in the belief that trust comes from knowing what people are truly thinking. By fostering an environment where employees openly disagree and question each other, Bridgewater creates a culture where inquiry is not only accepted but expected. This level of transparency requires a deep foundation of trust—trust that colleagues are acting in the best interest of the company and trust that disagreements are part of the process of finding the truth.
Dalio’s philosophy has its critics, and the approach certainly isn’t for everyone. In fact, about 30% of new hires at Bridgewater don’t last beyond 18 months. However, Dalio views this attrition as a positive, arguing that it moves the company closer to an authentic culture where people feel free to express themselves and question one another openly.
The Internal Tug-of-War
As much as we might value transparency and inquiry, our natural instincts often pull us in the opposite direction. When faced with radical transparency or the prospect of constant questioning, our fight-or-flight response is triggered. We worry about being judged, rejected, or ostracized. This internal tug-of-war is a result of how our brains are wired: our primitive brain seeks safety and approval, while our rational brain knows that inquiry and truth-seeking are beneficial.
Ray Dalio recognizes this tension, but he insists that with practice, people can overcome their defensive instincts. By creating new habits of inquiry and embracing radical transparency, organizations can unlock their full potential and create a culture of trust that fosters creativity and innovation.
Building a Culture of Trust to Fuel Innovation
Building a culture of inquiry is impossible without trust. Trust allows employees to ask questions without fear of judgment, to take risks, and to bring their full creative selves to work. Whether it’s Safiya Noble trusting her personal reflections in her academic work or Ray Dalio building a culture of radical transparency at Bridgewater, trust is the foundation that enables deep inquiry and innovation.
As leaders, the challenge is to create environments where trust is built and maintained, where employees feel safe enough to ask the big questions, and where curiosity is celebrated rather than penalized. Only then can organizations truly harness the power of inquiry to drive success.