NC AMIR HUSSIAN MCS NUST

1. INTRO TO MANAGMENT
TRUST AND TRUST
BUILDING
SuB TO : COL.Muhammad Rafaqat
SUB BY: NC AMIR HUSSAIN
ASC AQIB MEHMOOD
PC WAQAR AHMAD
COURSE : BESE 17 A
Date : 25-5-2012

2. Trust and Trust Building
"Trust is a peculiar resource; it is built rather than depleted by use." –
Unknown
Origins and Development of Trust
Armed with a definition of trust and a description of the benefits it brings, we
now turn to examine its origins and development. Theory on the origins of
interpersonal trust has proceeded broadly along three fronts:
(1) explaining differences in the individual propensity to trust,
(2) understanding dimensions of trustworthy behavior,
(3) suggesting levels of trust development.
Individual propensity to trust
Personality theorists have developed one of the oldest theoretical
perspectives on trust, and argued that some people are more likely to trust
than others. Viewed as a fairly stable trait over time, trust is regarded as a
generalized expectancy that other people can be relied on. This expectancy is
a function of the degree to which trust has been honored in that individual's
history of prior social interactions, and may have its most pronounced effect
in novel or ambiguous situations. While this expectancy shapes perceptions of
the character of people in general, more recent work has identified the
characteristics of trustees that allow for the formation of trust and its growth
to higher levels.
Dimensions of trustworthy behavior
Our trust in another individual can be grounded in our evaluation of his/her
ability, integrity, and benevolence. That is, the more we observe these
characteristics in another person, our level of trust in that person is likely to
grow.

3. Ability refers to an assessment of the other's knowledge, skill, or competency.
This dimension recognizes that trust requires some sense that the other is
able to perform in a manner that meets our expectations.
Integrity is the degree to which the trustee adheres to principles that are
acceptable to the trustor. This dimension leads to trust based on consistency
of past actions, credibility of communication, commitment to standards of
fairness, and the congruence of the other's word and deed.
Benevolence is our assessment that the trusted individual is concerned enough
about our welfare to either advance our interests, or at least not impede them.
The other's perceived intentions or motives of the trustee are most central.
Honest and open communication, delegating decisions, and sharing control
indicate evidence of one's benevolence.
Although these three dimensions are likely to be linked to each other, they
each contribute separately to influence the level of trust in another within a
relationship. However, ability and integrity are likely to be most influential
early in a relationship, as information on one's benevolence needs more time
to emerge. The effect of benevolence will increase as the relationship between
the parties grows closer. The next section describes trust development in
relationships in more detail.
Levels of trust development
At early stages of a relationship, trust is at a calculus-based level. In other
words, an individual will carefully calculate how the other party is likely to
behave in a given situation depending on the rewards for being trustworthy
and the deterrents against untrustworthy behavior. In this manner, rewards
and punishments form the basis of control that a trustor has in ensuring the
trustee's behavioral consistency. Individuals deciding to trust the other
mentally contemplate the benefits of staying in the relationship with the
trustee versus the benefits of 'cheating' on the relationship, and the costs of
staying in the relationship versus the costs of breaking the relationship. Trust
will only be extended to the other to the extent that this cost-benefit
calculation indicates that the continued trust will yield a net positive benefit.
Over time, calculus-based trust (CBT) can be built as individuals manage their
reputation and assure the stability of their behavior by behaving consistently,
meeting agreed-to deadlines, and fulfilling promises. CBT is a largely

4. cognitively-driven trust phenomenon, grounded in judgments of the trustees
predictability and reliability.
Through repeated interactions, we reach awareness of shared values &
personal goals.
IBT: Identification-based Trust
Trust that members can depend on one another, that all members will
contribute their share of the work, that the team will fairly distribute
resources, and that the team will include and inform everyone through open,
honest communication. High performing teams consciously establish and
maintain an environment of trust. Trust becomes a felt presence, an
accepted norm, and a foundation for all that the team does.
Signs of Professional Trust
1) Team members report confident expectations
about each other’s behavior and intentions.
2) Team members extend trust when others offer
basic support.
3) Team members value and show appreciation for
everyone’s contributions to team’s effectiveness.
4) Team members talk as openly with one another
about work-related failures, weaknesses and
fears as about competencies, strengths, and
achievements.
Three Aspects of Professional Trust
1. Credibility
2. Support
3. Consistency
Credibility
COMPETENCE, BELIEVABILITY, INTEGRITY, CAPABILITY
Build credibility:

5. 1. Share information openly and broadly
2. Stay accessible and visible to each other
3. Engage hard questions; answer them where possible
4. Offer objective, candid insights about the organization or team
Support
RESPECT, CIVILITY, INTEREST, SELF-DISCLOSURE, INTIMACY
Show support:
1. Recognize and appreciate each other
2. Exhibit sincere personal concern for each
3. other’s well-being
4. Maintain civil discourse and courteous
5. interactions
Consistency
RELIABILITY, DEPENDABILITY, ACCOUNTABILITY, CHARACTER
Demonstrate consistency:
1. Follow through on promises and commitments
2. Preserve working agreements
3. Seek and offer feedback
Trust is Growing
When You Notice
Two Kinds of Trust on Teams
Trusting – Team members assume each other’s competence, commitment, and
positive intentions. Perceptions of mutuality, dependency, and confidence.
Trustworthiness – Team members’ actions are consistent, reliable, supportive,
known, competent, and credible. Perceptions of respect, obligation, and
responsibility.
“The best way to find out if you can trust someone is to trust
them.”
Ernest Hemingway