Trust Agreement Matrix

13 avril 2021

If you answered yes to all three questions, you can be sure that you are on the way to a relationship of trust. The tool is a four-letter matrix that master advisor and author Peter Block presents in his book The Empowered Manager: Positive Political Skills at Work. One dimension is agreement and the other is trust. In general, there are people who strongly agree with your idea and others who disagree. In the same way, there are usually people with whom you share a high level of confidence, and others than low levels. There is a matrix that I often use to categorize stakeholders in relation to their resistance. It is an adapted version of Peter Block`s 1987 model from his book The Empowered Manager: Positive Political Skills at Work. The players in this quadrant are the ones they don`t trust and who don`t agree with you in this idea. It is for these reasons that they have earned the title of opponents. They are the ones who have the greatest power to stop you. Find ways to turn them into strange bed companions or respected opposition if you can, but otherwise you have to do everything you can to neutralize their opposition.

When you approach them, make sure you don`t lose your freshness. They don`t want to upset them. If you can`t be a civilian, go in secret, and focus only on building bridges in the other three quadrants. These three questions above are good guidelines for behavior that seems trustworthy to others. We must work to maintain trust at all times. These actors are on the side. They trust the organization and love where things are going. They are good friends and therefore a useful resource and good collaborators to make plans with. They have an influence on other interest groups. Its support must be maintained, but it needs little input.

It`s a good relationship for both parties. These stakeholders do not like what has been said and do not trust the organization. They will generally resist all attempts at negotiation. Your opposition behaviour should be kept to a minimum. So ask; What can be done to appease them? Scott McLeod applies a two-time matrix concept by Peter Block. The model is the analysis of leaders` relationships with their core people. How much do you do for each relationship and how much do you agree with them? Not every 2x… For low-confidence stakeholders, there are two types you`ll probably encounter: the players in this quadrant are the ones you don`t trust, but who, for whatever reason, support you with this idea.