This document discusses the importance of trust in teams. It provides examples showing that successful teams require trusting interpersonal relationships. Trust is critical for effective collaboration and productivity. However, trust must be earned over time based on words, actions, and reliability. The document also notes that Polish society has relatively low levels of public trust compared to Nordic countries. It provides recommendations for building trust in teams, such as being open, honest, and respecting others.

2. „Trust your
people they
will astonish
you”

3. In team we trust
• Experience has shown that those who never
trusts will be cheated Leonardo da Vinci
• Why do you need this gun?
- to trust people… Paulo Coelho, The Alchemist
• Trust has emerged as an issue central to
successful teaming Jessica Lipnack and Jeffrey Stamps, Virtual
Teams
• Successful teams must establish and maintain
trusting interpersonal relationships if they are
to function effectively and succeed. Jessica Lipnack
and Jeffrey Stamps, Virtual Teams‖

4. In team we trust
• Trust and respect are two essential elements
for building relationships in the workplace and
beyond W. Wayne Turme
• It is difficult, if not impossible, to have effective
and productive working relationships without
trust. Therefore, trust is critical for every
businessJohn Castro
• trust and teamwork to getting on a train: once
on board, everyone who wants a seat
should get one John Castro

5. Social confidence/public trust
• Poland is the country with the lowest
level of trust in the society
• Only 10 % members of the society
trust the other citizens
• In the Nordic countries is 60-70 %
POLAND
DENMARK

6. Why is trust important?
DENMARK
Trust and life satisfaction Trust and economic growth
NORWAY
POLAND POLAND
„Raport Polska 2030 – wyzwania rozwojowe‖

7. The Open Society
• Closed society claims to certain
knowledge and ultimate truth lead to
the attempted imposition of one
version of reality.
• In an open society each citizen
needs to engage in critical thinking,
which requires freedom of thought
and expression and the cultural and
legal institutions that can facilitate
this
„The Open Society and Its Enemies‖ by Karl Popper

8. Models of trust
POP: ~315 M
AREA: ~9.4 M km2
USA
• Large country, small number of people,
• Trust based on contract,
• Preexisting cowboy culture (trading with
stranger), trade horse for a gun, tell the
truth/write down in the contract, you say truth
because you can be suit.

9. Models of trust
POP: ~1.3 B
AREA: ~9.6 M km2
China
• Big country, big number of people,
• Foreign occupation and communism
experience
• Nobody trust anybody, only family
and friends, preexisting relations

10. Models of trust
POP: ~128 M
AREA: ~378 K km2
Japan
• Small country, big number of people,
• Trust is based on previous
contacts/relations
• Preexisting grow of people

11. Polish teams - facts from survey
• The role of trust
is extremely
important
• Teamwork
o is the prefered method of approaching
projects (82%)
o gives satisfaction
o increase creativity and performance (85%)

12. Polish teams - facts from survey
• 85% respondents claim that their
opinion has a significant influence
on the team’s action
• Final decisions are made
by the team leader in 2/3 of the cases
• Trust in the team is main based
on prior relations

13. Polish teams - facts from survey
• What the trust mean

14. Polish teams - facts from survey
• It is important to have previous
relationship
• Rules and responsibilities
of cooperation usually are not
defined in the beginning
and are not always clear

15. Polish teams - facts from survey
• What decreases trust

16. Trust equation
words actions emotions
motives

17. Trust equation
Credibility has to do with the words
we speak. In a sentence we might
say, “I can trust what she says about
intellectual property; she’s very
credible on the subject.”

18. Trust equation
Reliability has to do with actions.
We might say, “If he says he’ll
deliver the product tomorrow, I trust
him, because he’s dependable.”

19. Trust equation
Intimacy refers to the safety or
security that we feel when entrusting
someone with something. We might
say, “I can trust her with that
information; she’s never violated my
confidentiality before, and she would
never embarrass me.”

20. Trust equation
Self-orientation refers to the person’s
focus. In particular, whether the
person’s focus is primarily on him or
herself, or on the other person. We
might say, ―I can’t trust him on this deal
— I don’t think he cares enough about
me, he’s focused on what he gets out
of it.‖ Or more commonly, ―I don’t trust
him — I think he’s too concerned about
how he’s appearing, so he’s not really
paying attention.‖

21. Five Dimensions of
Interpersonal Style
• Credibility
• Strength
• Trustworthiness
• Likeability
• Openness to others’ input and ideas
Cameron Anderson „ Revolutionizing Global Leadership”

22. Credibility
• People are more influenced by someone who
possesses more perceived credibility,
regardless of the strength of their arguments
• ―Does this person know what he / she is
talking about?‖
Cameron Anderson „ Revolutionizing Global Leadership”

23. Strength
• People are more likely to be influenced by
someone who appears strong
• ―Will this person fight for what’s right / for our
group?‖
Cameron Anderson „ Revolutionizing Global Leadership”

24. Trustworthiness
• People are more willing to be influenced by
those they trust
• ―Does this person have my best interests at
heart?‖
Cameron Anderson „ Revolutionizing Global Leadership”

25. Likeability
• People are more willing to be influenced by
those they like
• ―Do I feel a personal connection to this
person?‖ ! Is this person similar to me? !
Does (would) this person like me?
Cameron Anderson „ Revolutionizing Global Leadership”

26. Openess
• Open leaders create cultures of innovation
• ―Is this person willing to listen to my input and
ideas?‖
• Openness is reciprocated (so is closed-ness)
Cameron Anderson „ Revolutionizing Global Leadership”

27. Key points
• Trust is the basic for creating a healthy
work environment
• Relationships based on trust are
essential to the success and effective
function of any team

28. Key points
• Trust allows people to openly formulate
their opinions and concerns leading to
more productive discussions
• Trust enables people to disagree but
respect themselves on te same time

29. Reccommendations
For team members:
• Be hard on the problem, but soft
on the person
• Disagree, but respect and commit
• Be open, proactive and honest
• Support your leader and teammates

30. Reccommendations
For team leaders:
• Listen openly your team
• Set boundary conditions
• Think big
• Your team should be able to trust
you and admire you as a person, not
simply fear your discipline
Trust your people they will
astonish you

31. When everything fails…

33. Our team
Alicja Ciemniewska Michał Grega
Kasia Papież-Pawełczak Jacek Katzer
Kasia Sobótka-Demianowska Robert Olszewski
More information:
ww.trust500.wix.com/trust500