The Decision to Trust: How Leaders Create High-Trust Organizations
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The Decision to Trust: How Leaders Create High-Trust Organizations Overview
A proven model to create high-performing, high-trust organizations
Globally, there has been a decline in trust over the past few decades, and only a third of Americans believe they can trust the government, big business, and large institutions. In The Decision to Trust, Robert Hurley explains how this new culture of cynicism and distrust creates many problems, and why it is almost impossible to manage an organization well if its people do not trust one another. High-performing, world-class companies are almost always high-trust environments. Without this elusive, important ingredient, companies cannot attract or retain top talent.
In this book, Hurley reveals a new model to measure and repair trust with colleagues managers and employees.
- Outlines a proven Decision to Trust Model (DTM) of ten factors that establish whether or not one party will trust the other
- Filled with original examples from Daimler, PriceWaterhouse Coopers, Goldman Sachs, Microsoft, QuikTrip, General Electric, Procter and Gamble, AzKoNobel, Johnson and Johnson, Whole Foods, and Zappos
- Reveals how leaders in Asia, Europe, and North America have used the DTM to build high-trust organizations
Covering trust building in teams, across functions, within organizations and across national cultures, The Decision to Trust shows how any organization can improve trust and the bottom line.
The Decision to Trust: How Leaders Create High-Trust Organizations Specifications
Amazon.com Exclusive Q&A with Dr. Robert F. Hurley, author of The Decision to Trust
Why is trust increasingly important? What value does it bring?
Speed, agility, and commitment are crucial to winning in today’s markets, and none of these are possible without trust. When we do not trust, cooperation and exchange become slower and more problematic. Unfortunately, the risk and uncertainty inherent in today's dynamic environments make trust both more important and more difficult. Those firms that understand how to create trust in these challenging times—like Google, Ernst & Young, and Zappos—will have a major advantage.
What's unique about your research on trust?
My research on trust is the first to look at trust from a decision-making perspective designed to provide leaders with an ability to influence our decisions about who we trust or distrust. I’ve identified ten factors that we know will lead people to trust: risk tolerance, adjustment, power, situational security, similarities, alignment of interests, benevolent concern, capability, predictability and integrity, and communication. This allows us to understand how to change specific perceptions of trustworthiness and enhance our ability to trust and be trusted.
What is it that most of us get wrong about trust?
Most of us take dangerous shortcuts when we decide to trust. We think because someone is benevolent or a member of the "tribe" (e.g., same social, ethnic group, or religion), that they can be trusted. Bernie Madoff exploited many of these trust errors very well. When we fail to consider the factors that lead people to trust, we run the risk of poor trust decisions and the pain of betrayal.
How can we judge our own inclination to trust?
People vary in their disposition or capacity to trust, to make themselves vulnerable to others. Three major factors that affect the capacity to trust are your risk tolerance, level of adjustment, and degree of power. People who are risk tolerant are less cautious and more likely to trust. Similarly, people who are well adjusted (confident and comfortable with themselves) are less obsessed about others' possible failure and therefore more comfortable with vulnerability. Finally, people who feel they have some power in a situation tend to trust more because they have some recourse to recover from or penalize betrayal.
How can we make an effective decision about whether to trust someone or not?
You need to make sure the degree of trust you offer matches the degree of trustworthiness in the other party. How aligned are your interests with the other party? How similar are the parties' values, how predictable is the behavior, and how transparent in communicating is the trustee? There is always risk, but you'll increase the odds of safe trust if you consider trustworthiness in a comprehensive manner before leaping to a decision. You can use these decision-to-trust factors in managing trust between people, in teams, across groups, in an organization, and even across cultural groups globally.
How can an organization embed trust into its fabric, and what's an example?
There are six basic factors that must be embedded in an organization's system in order to become a high-trust company: similarities, alignment of interests, benevolent concern, capability or competence, predictability and integrity, and open communication. The more critical question is how does a leader do this? I offer a model that breaks the organizational system down into its two major components: management infrastructure (strategy, leadership, culture, structure, selection, systems) and core business processes (product and service design, product and service production, and product and service delivery). I show how the six factors can be embedded in the organization in a way that is congruent and reinforcing throughout the entire system. For example, Procter & Gamble has won many awards and has avoided major scandals because it embeds trustworthiness throughout the organizational system. Most trust failures occur because one aspect of the system is trustworthy but another is incongruent and not trustworthy;Toyota's values and ethics training were stellar, but the global recall system was flawed due to overcentralization.
Why do most leaders fail to build trust across their teams?
Mostly because they spend too much time building cohesion within the team and not enough time establishing trust between teams. Trust must follow interdependence in how customer value is created, not organization charts and formal reporting lines. Excessive silos impede a great deal of innovation and value creation in organizations today.
What are the first steps any of us can start taking tomorrow to make better trust decisions?
First, consider the other party's real interests. What does he or she want to gain in the relationship and what drives his or her behavior? If this is aligned with your interests, trust is more advisable. If your interests conflict, consider other aspects of trust. How benevolent and caring about others is the trustee, meaning, will he take all the spoils or will he (as a matter of practice or character) leave some for others or, better yet, let others take theirs first. Finally, is the trustee predictable and will he communicate all news, good and bad, with openness and transparency? If yes, trust is probably advisable.
