Dynamics of Trust

There are many issues of trust and conflicts between the management and staff. At times, managers do not trust his or her staff to do the job effectively and efficiently as a result, the staff ends up doing nothing and the managers does everything. However there are cases that the staff does all the work and the manager takes all the credit without acknowledging his or her staff’s efforts. These issues would be discussed in detail below. II. Issues in Dynamics of Trust and Conflict

In an article in the CEO Online, “Workplace Conflict Exposed”, the author noted that there are conflicts and mistrust in the working environment because of the different personalities of people. There are also reasons like differing perceptions, communication problems, differing views in a certain issue, different moral values, different goals, pressure of responsibilities, status differences in this case the manager and the staff, emotional issues, system and environmental issues and many more. According to the website of T3 Group, trust is a dynamic phenomenon.

Trust changes with experiences, modification of the sources it is based on and modification of an environment. The issues stated above are mostly the cause of mistrust and conflict. In an organization, a department has a function to fulfill. To fulfill the function, the members of the department must have the same goals. Managers may change the way the department is structured in order to reach the department’s goal. There are managers who value the opinion of their staff and trust their staff. However, the staff is another story.

According to an article in Australasian Business Intelligence, Bosses claim that staff does not trust them. A survey from Monash University and Australian Institute of management revealed that Australian bosses believe that their staff members do not trust them. Knowing this, it is rather hard to work in an environment where suspicions are in the air. This becomes an obstacle to the goal of the department to achieve its goals and targets. III. Solving the Conflict and Mistrust In the same website of T3 Group, there is a way to enhance trust.

The website showed different scenarios as to how trust can be gained. First case is when manager or staff decides to trust each other then this enhances their trust. Being able to trust increases self-confidence and and goodwill because this shows more responsibility towards the staff or the manager. This is further shown in the words shown below this paragraph. X’s decision to trust enhances X’s trust X’s trusting decision enhances Y’s trustworthiness. The reciprocal trust models where both trust each other. Knowing that the other trusts you creates an atmosphere of trust.

This leads to social trust. If anyone sees this relationship it would be easier for individuals joining the team to trust the manager and his colleagues. Social trusts may lead to spreading of trust among his or her peers in the other department which results to transitivity of trust. These models are further shown in Appendix A. IV. Conclusion As a conclusion, if trust is present in the workplace, then it would be easier for both the staff and the managers to work together. Having this, they would be able to promote trust not only within themselves but also to the other departments as well.

Achieving goals is important in the workplace and this can only be achieved if all the members in the organization unite and trust each other. NSW Business Chamber. (2004). ‘Workplace Conflict Exposed’, 14 August 2007 . NSW Business Chamber < www. nswbusinesschamber. com. au> NSW Business Chamber. (2004). ‘Managing Change Without Conflict And Disruption’, 14 August 2007. NSW Business Chamber. <www. nswbusinesschamber. com. au> Australasian Business Intelligence. (2001). ‘Staff do not trust us, bosses claim. ’The West Australian, 14 August 2007.

<http://www. highbeam. com/doc/1G1-77208333. html> T3 Group (2004). ‘The dynamics of trust’, T3 Group ISTC,CNR, 14 August 2007 <http://www. istc. cnr. it/T3/trust/pages/dynamics. html> Castelfranchi, F. and Falcone R. , (1997). ‘Principles of Trust for MAS: Cognitive Anatomy, Social Importance, and Quantification’, National Research Council – Institute of Psychology, 14 August 2007 <http://www. istc. cnr. it/T3/download/Trust-for-MAS. pdf> Castelfranchi, F. and Falcone R. , (1997). ‘The Dynamics of Trust’, National Research

Council – Institute of Psychology, 14 August 2007 <http://www. istc. cnr. it/T3/download/Dynamics-of-trust. pdf> Emotional Intelligence and Group Dynamics. (2007). ‘Group Dynamics’, Emotional Intelligence and Group Dyanamics, 14 August 2007 http://www. ecst. csuchico. edu/~demoore/Group_Dynamics_3_. html Song, F. ‘Trust and reciprocity in inter-individual versus inter-group interactions: The effects of social influence, group dynamics, and perspective biases’. University of Connecticut, 14 August 2006, < http://ideas. repec. org/a/kap/expeco/v9y2006i2p 179-180. html#abstract>