In order to implement agile and responsive, we must first understand the cohesive force that connects people. We can measure this in social capital, which is measured by relational coordination/collaboration, trust and fairness.
Pierre Bourdieu, James Coleman and Robert Putnam have laid the foundation for social capital:

• Bourdieu describes social capital as the way people are together. The amount of social capital depends on the network of connections and the amount of acceptance and mutual recognition – the amount of trust.
• Coleman can read the amount of social capital from the obligations, expectations and the reliability and information exchange in our relationships, as well as through the norms we set for the public interest rather than self-interest.
• Putnam wants a balance between the three terms bonding (the unifying relationships e.g. within a unit or professional group), bridging (bridging relationships across units or professional groups) and linking (connecting relationships between different levels or layers of management).
  Often the diamond on the right is used to describe the content of social capital:
  1) Trust: We can trust what others say, and management can trust employees to make an effort on their own.
  2) Fairness: Everyone feels they are treated fairly.
  3) Collaboration: Employees and management work effectively together on the core task.
  When I lead and coordinate through the relationship, I achieve effective collaboration. This can present challenges in a workplace with highly specialized employees in terms of motivation. motivation.
  Using Bryde, Hess and Bjerregaard’s six paths to relational leadership in practice, you get closer to people’s everyday lives, avoid conflict aversion and become more effective “without losing the humble ability to listen with respect for others and a willingness to understand their perspective”.
  Hein also describes four archetypes that give me insight into my employees’ willingness to make sacrifices.
  Many swallow Ann-Elisabeth Knudsen, Peter Lund Madsen and Anette Prehn’s popular-scientific books about the brain’s reaction patterns with good reason. When working with trust and social capital, it’s important to know the amygdala: the alarm bell that causes the entire body to react violently in 80 milliseconds. When predators approached prehistoric man, it was genius to be able to escape in a split second. Today, the amygdala charges our self-determination when we “lose our cool”. The struggle that originally faced us is significantly different today. Therefore, we can’t think clearly when the amygdala “clears the table”. This is a threat to trust.

As described in the theory section, social capital is a parameter for our cohesiveness in the organization: “What the members of the organization can achieve thanks to each other”. When Jakobsen talks about “Trust-building management”, and Covey about “Credibility cores”, it is similar to the description of social capital, without using that word. Matzen Andreasen agrees, because you cannot make an agile transformation without “investing big time in social capital”. It starts when you “throw all the stars on your shoulders and sit around the table together”. Only here is trust built up in the process. Trust and social capital are two sides of the same story. That is why I want to investigate here what destroys and grows it, in order to learn more about trust.
I am concerned with Brené Brown’s acronym “BRAVING”. She says we are “BRAVING connection with someone” when we have trust. “Braving” is the initials in the 7 headings below, which is a concrete way to build social capital and thus trust.

1. Boundaries: clear boundaries personally and in the flow of work – different demarcations between work and leisure. Gais talks about balance and it is one of the biggest challenges with prima donnas in a charitable organization.
   Scrum creates clear boundaries for what we each work on in this sprint.
2. Reliability: We keep all our words and do what we promise. Two things are necessary for this to succeed: 1) clear expectations for when we will reach the goal, and 2) do not promise too much. My work with the diploma management program has shown how important simplicity is (expanded later). Stay focused on one thing instead of taking other tasks in during the process. If I say yes to something else, it is because it helps to do something in the larger context of my life and that of the organisation.
3. Accountability: In a Christian organization, one of the things we are challenged by is having the courage to hold each other accountable. We can easily do it out of respect, but the Christian ethics of turning the other cheek can make us seem laissez faire – let it be. I also feel a reluctance to enter into conflicts on the part of the employees. But it is my philosophy that things need to be cleaned up so that we can build trust and move forward.
4. Vault: what happens in the room, stays there. No gossip. Communicate challenges directly to the person. It creates a psychological “safespace”: “Forget building trust, focus on psychological safety.” (Explained later)
5. Integrity: Be brave rather than comfortable. Walk the talk and practice the values. In one of my interviews, it emerged that when the employees saw me practicing the things I talked about, they gained confidence in my management.
6. Non-Judgment: It is normal to need help and show vulnerability. We learn from mistakes but must do our best.
7. Generosity: Christian NGOs work to show grace, forgive and offer a new attempt in deep respect.
   Social capital always arises in interaction with others. Jakobsen says we are not “human doings” but “human beings” – holistic people. Therefore, the leader must use both heart and brain language.
   Social capital is also an indicator of how the psychological working environment is in Mission Africa, and thus the amount of trust in the organisation. The experience shows how the joint task-solving can be lifted to a higher level with very specific measures for the social capital, which unfolds in my practice management:
8. I need to set a clear purpose, framework, expectations and provide methods for the team. Here, my management task is obvious – to set a framework within which self-management can unfold so that utilitarian free will does not run with the project, where market and ego forces take over. The individual can do a lot, but has to be led into the community’s “cobweb”.
9. Stick to the core task and evaluate and be in a learning cycle. It is especially important after many months of repatriation due to corona.
10. All my teams need me to establish the internal leadership in the group and articulate the shared responsibility needed to build trust.
11. In Mission Africa, we are challenged by the meeting culture. In order to upgrade trust and responsiveness, I must facilitate that the interview culture becomes more focused, informed, reflected and solution-oriented interview culture. I have used my learning from the module on management-based coaching, which focused on the levels of the conversation. I think it’s funny how different directions the conversations can go, depending on whether I choose to be captain, futurist, anthropologist or detective. Occasionally I have also used Cooperrider’s 5F model, because it provides a good framework for the development processes. .
12. Strengthen mutual relations and open, precise and problem-solving communication. When they see how I “walk-the-talk” in a transparent, deliberately direct conflict resolution manner, I hope they follow suit.
13. The principles of cooperation using the dialogue method: Framework, direction, roles, relationships and rules are a follow-up to point 4.
14. Laugh