| April 26, 2006 | Volume 6, Issue 17 |
| Recommend this issue to a friend Join the Friends of Point Lookout HTML to link to this article… |
Archive: By Topic
By Date
Links to Related Articles Sign Up for A Tip A Day! |
| Create a perpetual bookmark to the current issue |
|
| Random Article |
by Rick Brenner
Truly paying attention to Trust at work is rare, in part, because we don't fully appreciate what distrust really costs. Here's Part II of a little catalog of how we cope with distrust, and how we pay for it.
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: Part I," Point Lookout for April 19, 2006, for more.
Sometimes we appreciate what we do have more when we consider the consequences of not having it at all. Are you trusted? Do you trust enough?
Top
Next Issue
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. Order Now!
Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.
Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
See also Workplace Politics and Conflict Management for more related articles.
Projects never go quite as planned. We expect that, but we don't expect disaster. How can we get better at spotting disaster when there's still time to prevent it? How to Spot a Troubled Project Before the Trouble Starts is filled with tips for executives, senior managers, managers of project managers, and sponsors of projects in project-oriented organizations. Check it out!
I tweet about what I'm thinking or reading or hearing, or thoughts I've had or read or heard, or what I see or have seen, or…who knows? For a limited time, new followers will receive a complimentary copy of Geese Don't Land on Twigs (and other observations about life at work). Just DM 'geese" and your email address to me from Twitter.
It can contain active links to your site or landing page, and you can select the page and placement that best meets your needs. More info
add value to your Web sites quickly and easily. Pick up the HTML to link to this article in a choice of formats.
Are you managing a change effort that faces rampant cynicism, passive non-cooperation, or maybe even outright revolt? Read 101 Tips for Managing Change to learn how to plan and execute your change efforts to inspire real, passionate support. Check it out!
A Tip a Day arrives by email, or by Yahoo! Widget, each business day. It's 20 to 30 words at most, and gives you a new perspective on the hassles and rewards of work life. Most tips also contain links to related articles. Free!