American institutions are experiencing historically low trust, especially in big business, large tech companies and in government. This panel examines how psychological safety, belongingness, trust and social cohesion all have unique roles to play if we carefully define them, measure them and cultivate them in our organizations over time. We discuss the strategies and tools needed to make leaders more effective change maker in their organizations. We will be asking our faculty to share what we learned from COVID-19, the most devastating epidemic of our lifetime, one that caused a profound decline in life expectancy worldwide. It also exacerbated what some have suggested is a crisis of trust in public health. How can we reclaim the authority to make science based recommendations that are not widely discounted as restrictions that have gone too far. We discuss how cultures of caring are more careful about evaluating health information, are more welcoming of diverse perspectives and are more likely to approach problems with curiosity. We examine what it will take to recoup confidence in both science and industry by describing organizations where trust has eroded the least.
Learning Objectives
After completing this session, participants will be able to:
1. Describe a framework used in strategic planning that derives from culture of health assessments and analysis.
2. Identify the key lessons learned from organizations that achieved a balance between safety and autonomy during the uncertainty surrounding the COVID-19 pandemic.
3. Discuss cases from workplace settings where business leaders play a role in reclaiming civility, advancing kindness and measuring progress toward a culture of caring. 1 ADV CECH Available