TRUST AS A KEY VALUE OF PROJECT AND PROGRAMM MANAGEMENT IN THE PUBLIC SPHERE

Abstract

The article examines the existing approaches to the separation of trust as values that share successful project teams that are involved in the processes of innovative development of territories and communities through the implementation of projects, programs and their portfolios. It is shown that trust is singled out among the three key values of network interaction along with independence and responsibility. In the context of the study, it was emphasized that trust can arise only on the basis of common values, as compared perception of the social world, their own and other social practices, awareness of the possibility of their coordination. The approach to defining trust as one of the five core values that ensure the formation of a knowledge management environment in organizations and communities of practice, namely: trust; openness; respect; harmony; responsibility. According to the proposed approach, the direction of trust has two dimensions: to the source of information / knowledge; to the recipient(s) involved in the transfer of knowledge. The results of a study on important elements of success in building partnerships in public administration, which were obtained through the generation of a cloud of words in response to questions posed to senior civil servants in several leading countries. This study identified five values that can be identified as key to developing a new culture of public administration: transparency; trust; openness; understanding; integrity. 16 key forms of behavior are characterized by three dimensions of trust according to the approach of D. and M. Reina, which help teams to develop behavioral practices necessary to build and maintain trust. It is concluded that one of the priority approaches to building trust at the level of project teams, as well as in the environment of local development projects and programs should be the implementation of project and program conflict sensitive management.