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We’ve been working with the folks leading Kellogg’s Trust Project for a while. Specifically, we’re running experiments to try better understand the variables that influence the way people share data in different scenarios.

This is kinda challenging, but we’re hopeful we can contribute some novelty to this important area of the social sciences.

Because of this and so much more, I’m excited to share our latest episode of 1i1i.

Kent Grayson and I quickly and succinctly cover the 3 key dimensions of trust, what to consider measuring and the importance of speaking the same language as our colleagues.

As always, check it out and join the conversation.

Okay Nate, if that’s the case, why are organisations around the world largely seen to be “failing at trust”?

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Edelman Trust Barometer 2020

Great question fictional person. It’s probably because organisations globally talk big and deliver small. In short, they fail to live up to their stated values. There’s an ethical intent to action gap.

So, what can be done?

In the most beautiful and simple terms, be trustworthy. Show evidence of your trustworthiness.

This is the key to trust. It’s exactly what Hilary Sutcliffe and I cover in Greater Than X’s first ever 1 insight, 1 interaction (1i:1i) episode. Check it out…

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I recently joined the host of the Mission Driven Podcast to talk about a bunch of issues, from The Social Dilemma through to choice architecture in supermarkets and impact investing approaches.

We covered a lot of ground. I exercised my use of profanity. We had a lot of fun.

Check it out and join the discussion.


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Species extinction. Mass deforestation. Pollution. Biodiversity loss. Zoonotic disease… We (the royal we as in, ‘homo sapiens’) are playing a role in “fucking the planet”.

I think a lot about this. I’ve attempted to progressively learn more about this. Our family has made a bunch of changes — some big and some small — in an attempt to lessen our negative impact. We’re also doing a bunch of stuff in an attempt to have a more positive impact.

Perhaps the most interesting and exciting of which is how we invest. We’ve been out of public markets for quite some time…

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Image serves no meaningful purpose. Other than showcasing a past Movember attempt…

A few weeks ago I wrote about a simple strategy to help folks begin investing in early stage startups. I shared a little about my journey, my thesis and stuff I’ve learned. I also wrote about investing in problems worth solving.

I plan to do more of this going forward.

I’d like to build upon this and offer some perspective about the coming year. This is not for folks running billion dollar funds. It’s not for experienced angel investors with access to enviable deal flow writing lots of big cheques. …

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The 2018 Edelman Trust Barometer surfaced the ‘insight’ that “easily understood T&Cs were highly valued by consumers (of U.S. Financial Services). In fact, this was considered the number one thing organisations in this category could to to restore trust.

I’m here to extend this idea.

Your contracts or ‘disclosures’ are a representation of how you operate as an organisation. They are a representation of how you treat your stakeholders. They are a damn good proxy for your trustworthiness.

And, as we consistently observe, organisations are broadly seen to be failing at ethics. They have a negative net trust score. …

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Falling flat on your face… Not exactly something most folks wake up excited to do. But, it’s a reality of progress.

Over the years I’ve learned there are ways to fall over and get back up effectively.

I recently referenced this on LinkedIn.

And I gotta admit, I see this — a willingness to be truly open and vulnerable — as one of the key qualities of effective and meaningful work in the world we live in today.

Here’s a simple way to start:

Step 1: Define something you are struggling to understand or act on

Step 2: Publicly (or…

Years ago I wrote about a framework I used to help identify whether a problem or opportunity space was actually worth pursuing. The basic idea — which builds upon work from organisations like Strategyn — is that you’re able to:

  1. Identify how much people care about the problem
  2. Map that to how effectively the problem can be solved currently, and
  3. Walk away with reasonable clarity surrounding whether you should try and solve it

This may seem obvious (visually and otherwise), but you’re aiming for the sweet spot.

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From a 2016 blog my wife and I wrote. It’s interesting. Check it out here:

The sweet spot is where a problem is highly valued but poorly served…

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Straight from the Edelman Trust Barometer and highlighted by VisibleThread’s more recent study, easier to understand T&Cs is a clear winner in the eyes of everyday folks interacting with products and services.

One of Australia’s Big 4 banks has recently acted on this.

The market is finally waking up and moving. Boiler plate text that’s hidden away and designed almost exclusively to protect the corporation is no longer acceptable.

This might seem daunting. I mean, how do you change that which is deeply embedded and ‘accepted’? But meaningful progress can be made quickly and cost effectively. Nothing has the break…

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Most designers I interact with care about ethics. Ethics being the decision making process we execute to make a choice best aligned to our purpose, values and principles. In fact, most of these folks I interact with care about this a lot.

But here’s the problem. Most of these folks work within organisations that lack ethical clarity. Most organisations are driven by legal boundaries. Or rather, interpretations of legal boundaries. Most organisations prioritise business focused metrics. Often at the expense of outcomes that matter to the people said designers are designing for. Most organisational structures — and market structures for…

Nathan Kinch

A confluence of Happy Gilmore, Conor McGregor and the Dalai Lama.

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