A sense of trust — trusting others and being trusted ourselves — is something most of us value. At work, distrust has direct economic consequences, but we rarely pause to think about its costs. Here's Part II of a little catalog of ways we cope with distrust, and the costs that result. See "The High Cost of Low Trust: I," Point Lookout for April 19, 2006, for more.
- Some people feel that they might be blamed or held responsible for failures or mishaps. They either conceal the failure, or conceal their roles in it, sometimes even concealing themselves. Concealment can include lies of commission or omission.
- Concealment makes replicating failures more likely, and replicating successes less likely. It tends to complicate recovery from or learning from failures, because it makes them and their causes less visible. And in the same way, it can complicate any learning from successes.
- At work, distrust has
direct economic consequences,
but we rarely pause
to think about its costs
- If the level of distrust in the environment becomes unbearable, we sometimes escape to whatever degree we can. Early forms of escapism include missing meetings and elevated absenteeism. Unaddressed, escapism can become voluntary transfer or termination.
- Escapism mimics other forms of substandard performance. Because we tend to see escapist behavior as a problem of the individual, rather than a symptom of organizational distrust, we have difficulty detecting it or resolving it. Escapism deprives the organization of the contributions of the escapee, which can be costly when the escapee plays a critical role.
- When we distrust someone, we sometimes limit contact by avoiding that person, to relieve ourselves of worry about attacks. But this tactic further limits our knowledge of the activities and intentions of those we distrust, which can increase our sense of distrust. Moreover, the insulation also deprives those we distrust of information about us, which can cause distrust on their part, too.
- Avoidance tends to deepen distrust on both sides, which increases the prevalence and cost of other distrust coping patterns. And avoidance can complicate team efforts if the avoider and the person avoided have to work together.
- In problem solving, we sometimes prefer solutions with hedges, so that even if they fail, we still get some of what we want. But hedges can make the solution unpalatable to our negotiation partners, because they might not know our real motivations, and then they imagine something truly horrible.
- If our partners sense what we're doing, hedging can further lower the overall level of trust. It increases the cost and complexity of internal negotiations, and lengthens them, too. Many so-called "control procedures" are actually hedges against feared outcomes whose organizational costs are often less than the cost of the control procedures.
One tactic we sometimes use in low-trust relationships is indirectness. We say what we think, but in such an obtuse manner that it can be interpreted in a variety of ways. See "The True Costs of Indirectness," Point Lookout for November 29, 2006, for more.
For more about Trust, see "Creating Trust," Point Lookout for January 21, 2009, "TINOs: Teams in Name Only," Point Lookout for March 19, 2008, and "Express Your Appreciation and Trust," Point Lookout for January 16, 2002.
Is every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics, filled with tips and techniques for succeeding in workplace politics. More info
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More articles on Workplace Politics:
- The High Cost of Low Trust: I
- We usually think of Trust as one of those soft qualities that we would all like our organizational cultures
to have. Yet, truly paying attention to Trust at work is rare, in part, because we don't fully appreciate
what distrust really costs. Here are some of the ways we pay for low trust.
- Dismissive Gestures: I
- Humans are nothing if not inventive. In the modern organization, where verbal insults are deprecated,
we've developed hundreds of ways to insult each other silently (or nearly so). Here's part one of a
catalog of non-verbal insults.
- Animosity Patterns
- Animosity between two people at work is often attributed to "personality clashes." While sometimes
people can't get along, animosity can also be a tool for accomplishing strictly political ends. Here's
a short catalog of some of its uses.
- Obstructionist Tactics: II
- Teams and groups depend for their success on highly effective cooperation between their members. If
even one person is unable or unwilling to cooperate, the team's performance is limited. Here's Part
II of a little catalog of tactics.
- Unanswerable Questions
- Some questions are beyond our power to answer, but many of us try anyway. What are some of these unanswerable
questions and how can we respond?
Forthcoming issues of Point Lookout
- Coming May 23: Narcissistic Behavior at Work: IX
- An arrogant demeanor is widely viewed as a hallmark of the narcissist. But truly narcissistic arrogance is off the charts. It's something beyond the merely annoying arrogance of a sometimes-obnoxious individual. What is narcissistic arrogance and how can we cope with it? Available here and by RSS on May 23.
- And on May 30: Chronic Peer Interrupters: I
- When making contributions to meeting discussions, we're sometimes interrupted. Often, the interruption is beneficial and saves time. But some people constantly interrupt their peers or near peers, disrespectfully, in a pattern that compromises meeting outcomes. How can we deal with chronic peer interrupters? Available here and by RSS on May 30.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenQbGqVEgUZplXfnlwner@ChacsqEAMGiHHBTZraSqoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
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- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.
Beware any resource that speaks of "winning" at workplace politics or "defeating" it. You can benefit or not, but there is no score-keeping, and it isn't a game.