Trust in one another at work is like fresh air — it's one of those niceties we don't really think about until it's gone. And when it is gone, its absence harms both the organization and its people. Life at work becomes more stressful and a lot less fun, and the company's operating costs climb. But when Trust is lacking, what we can do to create it?
Although we can tell ourselves that being more trusting ourselves will improve things, that approach is unlikely to yield lasting improvement in a low-trust environment. The mechanisms that created the environment are still in place, and they tend to undermine everyone's efforts to be more trusting.
What's needed is direct action to reduce the incidence of behaviors that create low trust. These actions must give their actors complete control over the results, unlike the hope-based tactics, which ask the actors to ante-up in the hope that others will respond only constructively.
Here are some things you can do to foster Trust at work.
- Stay in your own hula-hoop
- If you have any experience with hula-hoops, you know it's impossible to hula your own hoop and someone else's hoop at the same time. If you try, you mess up both. One cause of distrust is the perception of infringement on the rights and responsibilities of others. Whether it's seen as a power grab, disrespect, contempt, superciliousness, arrogance, or any of a number of other patterns, infringement can cause those infringed upon to ask "What next?" They can quickly move to defensive, distrustful postures that might not be specific to the infringers. See "Stay in Your Own Hula Hoop," Point Lookout for June 27, 2001, for more.
- Know your role
- It's easier to stay in your own hula-hoop if you know which hula-hoop is yours. You don't really need to know as much about anyone else's hula-hoop. Know yours and know it well.
- It takes more than being
more trusting to create
a trusting environment
- Understand the Fundamental Attribution Error
- When we try to understand the motives of others, we tend to put too much weight on character, and too little on the circumstances that others see. We do this because it's easier for us to make mental models of the character of another than it is to model the world as the other sees it. This leads us to attribute threat to intention, often erroneously. For more, see "The Fundamental Attribution Error," Point Lookout for May 5, 2004.
- Know your favorite tactics for dealing with distrust
- Often, we slip into these tactics without realizing that we're feeling threatened. Noticing your favorite distrust tactics could be your first indication that you feel threatened. And that can be useful if you want a more constructive approach.
Are your projects always (or almost always) late and over budget? Are your project teams plagued by turnover, burnout, and high defect rates? Turn your culture around. Read 52 Tips for Leaders of Project-Oriented Organizations, filled with tips and techniques for organizational leaders. Order Now!
For more about Trust, see "TINOs: Teams in Name Only," Point Lookout for March 19, 2008, "The High Cost of Low Trust: I," Point Lookout for April 19, 2006, and "Express Your Appreciation and Trust," Point Lookout for January 16, 2002.
Your comments are welcomeWould you like to see your comments posted here? rbrenlvLIKrtvRVxGncIvner@ChacFobKwmsxhhHgQeNYoCanyon.comSend me your comments by email, or by Web form.
About Point Lookout
Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.
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.
More articles on Emotions at Work:
- The Fallacy of the False Cause
- Although we sometimes make decisions with incomplete information, we do the best we can, given what
we know. Sometimes, we make wrong decisions not because we have incomplete information, but because
we make mistakes in how we reason about the information we do have.
- Coping with Problems
- How we cope with problems is a choice. When we choose our coping style, we help determine our ability
to address the problems we face. Of eight styles we can identify, only one is universally constructive,
and we rarely use it.
- Ethical Influence: II
- When we influence others as they're making tough decisions, it's easy to enter a gray area. How can
we be certain that our influence isn't manipulation? How can we influence others ethically?
- The Problem of Work Life Balance
- When we consider the problem of work life balance, we're at a disadvantage from the start. The term
itself is part of the problem.
- Compulsive Talkers at Work: Power
- Compulsive talkers are unlikely to change their behavior in response to your polite (or even impolite)
requests. In this second part of our exploration, we consider the role of power — both personal
Forthcoming issues of Point Lookout
- Coming March 28: Four Overlooked Email Risks: II
- Email exchanges are notorious for exposing groups to battles that would never occur in face-to-face conversation. But email has other limitations, less-often discussed, that make managing dialog very difficult. Here's Part II of an exploration of some of those risks. Available here and by RSS on March 28.
- And on April 4: Narcissistic Behavior at Work: III
- People who behave narcissistically tend to regard themselves as special. They systematically place their own interests and welfare ahead of anyone or anything else. In this part of the series we consider how this claimed specialness affects the organization and its people. Available here and by RSS on April 4.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenZRDGGvVsSqMNruUpner@ChacbXeDHGQQQbFdwJJUoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info
- 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.