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  3. The Most Important Secret About Trust What Is Trust? You know when you have trust; you know when you don’t have trust. Y

The Most Important Secret About Trust What Is Trust? You know when you have trust; you know when you don’t have trust. Y

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问题                              The Most Important Secret About Trust
    What Is Trust?
    You know when you have trust; you know when you don’t have trust. Yet, what is trust and how is trust usefully defined for the workplace? Can you build trust when it doesn’t exist? How do you maintain and build upon the trust you may currently have in your workplace? These are important questions for today’s rapidly changing world.
    Trust forms the foundation for effective communication, employee retention, and employee motivation and contribution of discretionary (自由决定的) energy, the extra effort that people voluntarily invest in work. When trust exists in an organization or in a relationship, almost everything is easier to achieve.
    According to Dr. Duane C. Tway, Jr. in his 1993 dissertation, A Construct of Trust, "There exists today, no practical construct of Trust that allows us to design and implement organizational interventions to significantly increase trust levels between people. We all think we know what Trust is from our own experience, but we don’t know much about how to improve it. Why? I believe it is because we have been taught to look at Trust as if it were a single entity."
    The Three Constructs of Trust
    Tway defines trust as "the state of readiness for unguarded interaction with someone or something". He developed a model of trust that includes three components. He calls trust a construct because it is "constructed" of these three components: the capacity for trusting, the perception of competence, and the perception of intentions. Thinking about trust as made up of the interaction and existence of these three components makes "trust" easier to understand. The capacity for trusting means that your life experiences have developed your current capacity and willingness to risk trusting others. The perception of competence is made up of your perception of your ability and the ability of others with whom you work in your current situation. The perception of intentions, as defined by Tway, is your perception that the actions, words, missions, or decisions are motivated by mutually-serving rather than self-serving motives.
    Why Trust Is Critical in a Healthy Organization?
    How important is building a trusting work environment? According to Tway, people have been interested in trust since Aristotle. Tway states,"Aristotle (384BC-322BC), writing in the Rhetoric, suggested that Ethos, the Trust of a speaker by the listener, was based on the listener’s perception of three characteristics of the speaker. Aristotle believed these three characteristics to be the intelligence of the speaker (correctness of opinions, or competen’ce), the character of the speaker (reliability--a competence factor, and honest--measure of intentions), and the goodwill of the speaker (favorable intentions toward the listener). I don’t think this has changed much even today."
    Additional research by Tway and others shows that trust is the basis for much of the environment you want to create in your workplace. Trust is the necessary precursor (先兆)for:
    •feeling able to rely upon a person,
    •cooperating with and experiencing teamwork with a group,
    •taking thoughtful risks, and
    •experiencing believable communication.
    How to Maintain Trust?
    The best way to maintain a trusting work environment is to keep from injuring trust in the first place. The integrity of the leadership of the organization is critical. The truthfulness and transparency of the communication with staff is also a critical factor. The presence of a strong, unifying mission and vision can also promote a trusting environment.
    Providing information about the rationale, background, and thought processes behind decisions is also an important aspect of maintaining trust. Another is organizational success; people are more apt to trust their competence, contribution, and direction when part of a successful project or organization.
    What Injures the Trust Relationship?
    Yet, even in an organization in which trust is a priority, things that can injure trust happen daily. A communication is misunderstood; a customer order is misdirected and no one questions an obvious mistake. The owner of a company that went through a bankruptcy, even though trusted on the "intentions" side of Tway’s trust model, was severely injured in the eyes of the workforce, in the "perceived competence" aspects of the model.
     In the first aspect of the construct, the capacity for trust, even when organizations do their best, many people axe unwilling to trust because of their life experiences. In many workplaces, people are taught to mistrust as they are repeatedly misinformed and misled.
    The Critical Role of the Leader or Supervisor in Trust Relationships
    Simon Fraser University assistant Professor Kurt Dicks studied the impact of trust in college basketball team success. After surveying the players on 30 teams, he determined that players on successful teams were more likely to trust their coach. He found these players were more likely to believe that their coach knew what was required for them to win. They believed the coach had their best interests at heart; they believed the coach came through on what he promised. (Something to think about: Trust in their teammates was hardly deemed important in the study.) Del Jones of the Gannett News Service reports that in a March, 2001 Wirthlin Worldwide study of employees, 67 percent said they were committed to their employers. Only 38 percent felt their employers were committed to them. In another study, by C. Ken Weidner, an assistant professor at the Center for Organization Development at Loyola University Chicago, findings suggest several implications for organizational performance and change. Weidner found that a manager’s skills in developing relationships that reduce or eliminate distrust have a positive impact on employee turnover (人员流动率). He feels that turnover may be a result of organizations failing to "draw people in". He also found that trust in the supervisor is associated with better individual performance.
    Specific Trust Relationship Building and Maintaining Steps
    You cannot always control the trust you experience in your large organization, but you can act in ways that promote trust within your immediate work environment. The following are ways to create and preserve a trusting work environment.
    •Hire and promote people, who axe capable of forming positive, trusting interpersonal relation- ships with people who report to them, to supervisory positions.
    •Develop the skills of all employees and especially those of current supervisors and people desiring promotion, in interpersonal relationship building and effectiveness.
    •Keep staff members truthfully informed. Provide as much information as you can comfortably divulge as soon as possible in any situation.
    •Expect supervisors to act with integrity and keep commitments.
    If you cannot keep a commitment, explain what is happening in the situation without delay. Current behavior and actions are perceived by employees as the basis for predicting future behavior. Supervisors who act as if they are worthy of trust will more likely be followed with fewer complaints.
    •Confront hard issues in a timely fashion. If an employee has excessive absences or spends work time wandering around, it is important to confront the employee about these issues. Other employees will watch and trust you more.
    •Protect the interest of all employees in a work group. Do not talk about absent employees, nor allow others to place blame, call names, or point fingers.
    •Display competence in supervisory and other work tasks. Know what you are talking about, and if you don’t know--admit it.
    •Listen with respect and full attention. Exhibit empathy and sensitivity to the needs of staff members.
    •Take thoughtful risks to improve service and products for the customer.
    •If you are a supervisor or a team member, set high expectations and act as if you believe staff members are capable of living up to them.
    Build a Trust Relationship Over Time
    Trust is built and maintained by many small actions over time. Marsha Sinetar, the author, said, "Trust is not a matter of technique, but of character; we are trusted because of our way of being, not because of our polished exteriors or our expertly crafted communications."
    So fundamentally, trust, and here is the secret I promised in the title of this article, is the cornerstone, the foundation, for everything you’d like your organization to be now and for everything you’d like it to become in the future. Lay this groundwork well.
    Trust is telling the truth, even when it is difficult, and being truthful, authentic, and trustworthy in your dealings with customers and staff. Can profoundly-rewarding, mission-serving, life- and work-enhancing actions get any simpler than this? Not likely.
If employees trust their supervisors, they seldom make ______.
选项
答案complaints
解析 根据关键词supervisors和trust查读小标题Specific Trust Relationship Building and Maintaining Steps下面第二段最后一句Supervisors who act as if they are worthy of trust will more likely be followed with fewer complaints．
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