We evaluate and diagnose internal and external trust through the conditions that make it possible.
§ 001 Introduction
What we do.
We evaluate the conditions that make trust possible, identify where to intervene and estimate resources, timelines and safeguards. We combine this reading with the reading of integrated impact, so that the strengthening of trust is tied to an explicit projection of change.
The lucid trust method identifies the cross-cutting conditions of trust. Its diagnosis helps an organization recognize its critical reference points and set its course with clarity, flexibility and impact.
§ 002 Lines of work
We read the change the organization produces in an integrated way, based on its data and its theory of change.
We project impact scenarios for a focused intervention over a stated horizon.
We design a plan of defined scope, with objectives, activities, costs, timelines and safeguards for the people 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 implemented and whether the targeted condition changed within the agreed period.
We carry out a second mapping and compare it with the initial reading and the projected impact.
§ 003 Lucid trust
Modes of trust
Lucid trust is the theoretical framework behind the Confianza e Impacto method. It emerged more than a decade ago from direct work with communities, organizations, schools and initiatives marked by high complexity and deep social sensitivity. From that work, which made the highest ethical and human demands, the approach developed into a cross-cutting systemic understanding that applies to all kinds of projects, networks and institutions.
Every relationship and every organization lives with fragility, uncertainty, friction and the search for direction. In response, lucid trust proposes an active stance: the capacity to decide and act with a margin of uncertainty, without falling into the naivety of blind trust or the paralysis of total distrust.
This stance is essential, especially in times of crisis. Although blind trust and total distrust appear to be opposites, both leave the organization disoriented, because in both it loses the capacity to read its own situation and deprives itself of the ability to find its direction, make decisions, grow and amplify its impact.
Like any vital energy, trust is delicate. It cannot be demanded or decreed, so it has to be cared for by cultivating the conditions that make it possible. Those same conditions are how it can be rebuilt once it has broken down.
Blind trust
Lucid trust
Total distrust
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- We trust without evaluating.
- Loyalty replaces judgment.
- Criticism feels like betrayal.
- Conflict is avoided.
- Warning signals are silenced.
- The crisis builds quietly until it erupts.
- Processes become transparent.
- Decisions are supported with reasons.
- The relationship is structured by recognition of the other, respect, limits and collaboration.
- Words and actions match.
- Purpose guides decisions, and there is a plan.
- Criticism is treated as nourishing, is sought out and leads to change.
- Mistakes and crises become shared learning.
- We trust no one.
- Every signal is read as a threat.
- Coordination becomes impossible, and processes become endless and costly.
- Relationships are reduced to control.
- Learning stops.
- The organization fragments.
§ 004 Closing