The study examined the relationship between trust behaviors and an organization's capacity for change. It found that trust-building behaviors, such as competence-based trust building, were positively correlated with an organization's capacity for change. Conversely, trust-breaking behaviors were negatively correlated. A regression model showed competence trust building was the strongest predictor of an organization's capacity for change. The study concluded that trust building contributes significantly to how well an organization can adapt to turbulent times.

1. Trust and the Capacity for Change in an Organizational Context: An Empirical Study Margaret M. Rudolf Formal Oral Review Fielding Graduate University Santa Barbara, January 7, 2009

7. Conceptual Research Model Methodology Communication (%) Competencies (%) Contracts (%) Trust Behaviours Cognitive and Affective Elements Interpersonal Societal Capacity for Change Organizational Contribute to: Demonstrated by:

9. Operational Research Model Methodology H 1CONT Contractual trust, positive or negative behaviours H 2CONT Building trust H 3CONT Breaking trust TRUST H 1CONT Contractual trust, positive or negative behaviours H 2CONT Building trust H 3CONT Breaking trust TRUST H 1COMM Communication trust, positive or negative behaviours H 2COMM Building trust H 3COMM Breaking trust H Communication trust, positive or negative behaviours H H Discrepancy Efficacy Appropriateness Principal Support Valence CAPACITY FOR CHANGE Location Moderating Tenure Education Gender Age Moderating Demographic Variables H 1COMP Competence trust, positive or negative behaviours H 2COMP Building trust H 3COMP Breaking trust H 1COMP H 2COMP H 3COMP