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chapter eight
Tactics for building and
maintaining trust
8.1 Introduction
In the wake of organization downsizing resulting from budget reductions
and corporate re-engineering, many workers are suspicious of manage-
ment and do not trust that management has their best interest at heart.
It is difcult for managers to gain the trust of workers in environments
where change is constant, jobs are being lost, and resources are diminish-
ing. Workers who are not willing to trust management tend to hold on to
information that can be helpful in advancing the organization and are not
willing to take the risk required to do challenging work. In addition, orga-
nizational trust is an important element in determining whether a leader
is able to gain access to the knowledge and creative thinking required to
solve problems and develop new products and processes.
Building trustworthy cultures starts at the top of the organization with
the leadership team. Leadership is one of the most important factors in
building conditions of faith and condence and is generally the most inu-
ential in guiding organizational philosophy and behaviors and the work
processes within the organizations. Because we know that the culture of
an organization is a key feature in determining the level of trust, we can
begin to apply that knowledge broadly in terms of designing the appropri-
ate culture of an organization. Once trust is established, people are gener-
ally willing to work harder and take on greater risk, which is necessary
to develop and create new processes and technologies. This chapter of the
book is devoted to providing information to support the appropriate behav-
iors of leaders that can be used in their attempts to create and maintain
trusting cultures. Therefore, various concepts that are deemed important
to management and organizational success are introduced and discussed.
There are so many things we do daily as leaders that directly affect the
success of an organization of which we may not be fully aware. The net of a
leader is widely cast and can have grave impact on the lives of many in the
workplace. Managers affect people in organizations in ways such as how
work is performed, the way they solve problems, and belief of their work cul-
ture. The way managers interact with the worker at all levels must be orches-
trated carefully and deliberately. Managers who do not place the appropriate

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