We assess and diagnose internal and external trust through the conditions that make it possible.
We assess the conditions that make trust possible, we identify where to intervene and we estimate resources, timeframes and safeguards. The reading is crossed with integrated impact in order to relate the strengthening of trust to an explicit projection of change.
The Lucid Trust method identifies its cross-cutting conditions. Its diagnosis makes it possible to recognize the critical reference points of an organization in order to orient its course with clarity, flexibility and impact.
We assess and diagnose internal and external trust through the conditions that make it possible.
We read in an articulated way the change the organization generates, from its data and its theory of change.
We project impact scenarios associated with a focused intervention within a declared horizon.
We design a bounded plan, with objectives, activities, costs, timeframes and safeguards for those who would be most exposed.
The plan can be carried out by the organization’s team, by a third party or by Confianza e Impacto.
Training in lucid trust, impact, critical thinking, collective intelligence and nonviolent communication.
We evaluate whether the plan was carried out and whether the condition that was intervened on changed within the agreed period.
We produce a second cartography and contrast it with the initial reading and with the projected impact.
Lucid Trust is the theoretical framework that grounds the method of Confianza e Impacto. It was born more than a decade ago out of direct experience with communities, organizations, schools and initiatives of high complexity and deep social sensitivity. From that ground of maximum ethical and human demand, the approach evolved toward a cross-cutting systemic understanding, applicable to all kinds of projects, networks and institutions.
Every relationship and every organization lives with fragility, uncertainty, friction and the search for orientation. Faced with this reality, Lucid Trust proposes an active stance: the capacity to decide and operate with a margin of uncertainty, without falling into the naivety of blind trust or the paralysis of total distrust.
This stance is vital, especially in moments of crisis. Although blind trust and total distrust appear to be opposites, they lead to the same loss of bearings: in both, the organization loses the capacity to read its own reality and deprives itself of the faculty of orienting itself, making decisions, developing and amplifying its impact.
Like every vital energy, trust is delicate. It is neither demanded nor decreed: it is cared for by cultivating the conditions that make it possible. And it is through those same conditions that it can be rebuilt when it has been fractured.
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