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TRUST

TRUST. FUNDAMENTAL REQUIREMENT OF INDIVIDUAL IN ORDER TO SURVIVE. IT IS A TWO WAY PROCESS. IT IS UTMOST NECESSARY TO GIVE AND RECEIVE TRUST IN ORDER TO SUCCECEED. WITHOUT TRUST ACHIEVING ANY THING IS IMPOSSIBLE. WHY WE TRUST.

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TRUST

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  1. TRUST • FUNDAMENTAL REQUIREMENT OF INDIVIDUAL IN ORDER TO SURVIVE. • IT IS A TWO WAY PROCESS. • IT IS UTMOST NECESSARY TO GIVE AND RECEIVE TRUST IN ORDER TO SUCCECEED. • WITHOUT TRUST ACHIEVING ANY THING IS IMPOSSIBLE.

  2. WHY WE TRUST • WE WANT TO TRUST BECAUSE IT IS FAR EASIER,LESS DEMANDINGA ND OFFERS MORE POSSIBILITIES THAN CHRONIC SUSPICION. • WITHOUT TRUST WE CANNOT ENDURE THE COMPLEXITY OF THE WORLD.

  3. WHY WE TRUST • WITH TRUST ,LIFE BECOMES MUCH SIMPLER,WITH TRUST WE CAN DEVOTE OUR ATTENTION TO A MUCH BRODER RANGE OF ACTIVITIES THAN WOULD BE POSSIBLE IN THE ENVIRONMENT OF SUSPICION.

  4. TRUST DERIVED FROM A GERMAN WORD ‘TROST’,WHICH SUGGEST COMFORT. WE TRUST THOSE WHO DEMONSTRATE THEY ARE WORTHY OF IT. DEFINITION BELIEF THAT THOSE ON WHOM WE DEPEND WILL MEET OUR EXPECTATIONS.

  5. `WE TRUST THOSE WHO MEET OUR POSITIVE EXPECTATIONS.` `WHEN WE TRUST OTHERS ,WE ASSUME THAT THEY WILL BEHAVE IN A MANNER CONSISITENT WITH OUR INTERESTS AS FAR AS POSSILE.` `WE BELIEVE THAT THOSE WE TRUST ARE BOTH WILLING AND ABLE TO MEET OUR NEEDS.`

  6. `WE EVALUATE PEOPLES TRUSTWORTHYNESS IN RELATION TO WHAT WE EXPECT OF THEM.` BUILD A TRUSTING RELATIONSHIP `IT IS UTMOST ESSENTIAL THAT WE UNDERSTAND OTHER’S EXPECTATIONS.` `TRUST BUILDS WHEN PEOPLE FOLLOW THROUGH ON CLEARLY SPECIFIED COMMITMENTS.`

  7. EXPECTATIONS • EXPLICIT: LEADS TO COMMITMENT RESULTING IN BUILDING TRUST. IMPLICIT ( BACKGROUND) `EXPECTATIONS THAT ARE TAKEN FOR GRANTED ARE THE ONES THAT MIGHT LEAD TO MISTRUST.` `ORGANISATIONS USUALLY SUFFER FROM THE ABOVE SYNDROME.`

  8. IT IS NOT THAT SIMPLY KNOWING AND FULFILLING EXPECTATIONS SUSTAINS TRUST, • MALEVOLENCE AND INCOMPETANCE,EVEN WHEN THEY ARE EXPECTED OR ANTICIPATED,WILL THOROUGHLY UNDERMINE TRUST. • `IT IS INCONSISITENCY BETWEEN WHAT ONE EXPECTS AND WHAT ONE OBSERVES RAISES DOUBTS ABOUT THE MOTIVES OR ABILITIES OF THOSE IN WHOM WE PLACE OUR TRUST.`

  9. VULNERABILITY • AS WE GIVE TRUST,WE BECOME VULNARABLE,WE DEPEND ON OTHERS AND RELY ON THEM TO FULFILL EXPECTATIONS. • TRUST FADES AND TURNS IN TO DISTRUST WHEN THOSE ON WHOM WE RELY FAIL TO MEET OUR EXPECTATIONS.

  10. TRUST CANNOT GROW UNLESS WE TAKE RISKS THAT MAY RESULT IN DISTRUST. • `SINCE INTERSTS OF PEOPLE AND CAPABILITIES DIFFER,TRUST BECOMES MORE PROBLEMATIC. • WITHOUT RISKS THERE IS NO NEED FOR TRUST. • TRUST & RISK GO TOGETHER.

  11. TO TRUST OR NOT • DEGREE OF FEAR VARIES WITH EACH INDIVIDUAL. • THERE IS EITHER TRUST OR NO TRUST,NOTHING IN BETWEEN. • EACH OF US HAS OUR OWN LIMITS OF TRUST,AND ONCE IT IS VIOLATED,WE BECOME DISTRUSTFUL.

  12. “OUR TRUST WILL BEGIN TO ERODE IF A BUISNESS COLLEAQUE DOES NOT UNDERSTAND AND UTILISE HIS ABILITY TO OUR TRUST WILL BEGIN TO ERODE IF A BUISNESS COLLEAQUE DOES NOT UNDERSTAND AND UTILISE HIS ABILITY TO FORM A TASK THAT IS IMPORTANT TO THE BUISNESS.”

  13. TRUST THRESHOLD • A TRUST THRESHOLD HEPLS PROTECT US FROM THE UNTRUSTWORTHY. • WITHOUT SOME POINT AT WHICH WE WITHDRAW OUR TRUST,WE EXPOSE OURSELVES TO RISKS THAT COULD HARM US AS AN INDIVIDUAL OR THE GROUP WE BELONG TO.

  14. TRUST THRESHOLD EASY “TRUST- DIFFICULT TO REGAIN ONCE LOST” “EACH INDIVIDUAL ,TEAM AND ORGANISATION HAS A POINT AT WHICH IT WILL WITHDRAW ITS TRUST OF OTHERS” TRUST THRESHOLD TRUST DIFFICULT DISTRUST

  15. THRESH HOLD ESABLISHMENT • THE SITUATION: DEPENDING ON THE RISK INVOLVED,SOME SITUATIONS REQUIRE A HIGHER OR LOWER THRESHOLD OF TRUST. • THOSE GIVING THEIR TRUST: BASED ON THEIR OWN HISTORY AND TEMPARAMENT, INDIVIDUALS,TEAMS AND ORGANISATIONS ARE INCLINED TO ESTABLISH HIGHER OR LOWER TRUST THRESHOLDS. • THOSE ASKING TO BE TRUSTED. DEPENDING ON THE PERCEIVED CREDIBILITY OF THOSE WE ARE CONSIDERING TRUSTING,WE MAY RAISE OR LOWER THE TRUST THRESHOLD WE USE.

  16. DEGREE OF TRUST • HOW MUCH DO WE TRUST OTHERS IN GENERAL? • WHOM DO WE TRUST IN SPECIFIC SITUATIONS? • ASSESS THE DEGREE TO WHICH WE TRUST OTHERS • DEGREE TO WHICH OUR TEAM AND ORGANISATION IS WILLING TO TRUST OTHERS IN THE PURSUIT OF BUISNESS OBJECTIVES. ANSWERS

  17. RADIUS OF TRUST • SUPPLIERS • PARTNERS • ALLIANCES DISTRUST OF THOSE OUTSIDE THE ORGANISATION • RESTRICTED TRUST RADIUS • THOSE IN SAME GROUP • THOSE IN OTHER GROUPS • SENIOR LEADERSHIPS DISTRUST OF OTHER ORGANISATIONAL MEMBERS • CLOSE COLLEAQUES • IMMEDIATE WORK TEAM TRUST OF FELLOW TEAM MEMBERS TRUST OF SELF

  18. RADIUS OF TRUST • SUPPLIERS • PARTNERS • ALLIANCES • EXPANSIVE TRUST RADIUS TRUST OF THOSE OUTSIDE THE ORGANISATION • THOSE IN SAME GROUP • THOSE IN OTHER GROUPS • SENIOR LEADERSHIPS TRUST OF OTHER ORGANISATIONAL MEMBERS • CLOSE COLLEAQUES • IMMEDIATE WORK TEAM TRUST OF FELLOW TEAM MEMBERS TRUST OF SELF

  19. EXPANDING THE RADIUS OF TRUST IN ORGANISATIONS. • WHAT ACTIONS CAN LEADERS TAKE TO CREATE THE TRUST NEEDED IN RAPIDLY CHANGING MARKET PLACE? • IN ORDER TO BUILD HIGH PERFORMANCE CORPORATIONS,WE NEED TO UNDERSTAND THE KEY LEVERAGE POINTS THAT GIVES RISE TO TRUST. • WHAT ARE THE FACTORS THAT MUST BE EXHIBHITED & PRACTICED FOR GAINING HIGH LEVEL OF TRUST?

  20. FOUNDATION OF TRUST THREE BASIC IMPERATIVES. • ACHIEVING RESULTS • ACTING WITH INTEGRITY • DEMONSTARTING CONCERN “THESE FACTORS MUST BE EXHIBHITED AND PRACTICED CONSISITENTLY”

  21. ACHIEVING RESULTS • TRUST = ACTION + RESULTS • INVOLVES PEOPLES PERFORMANCE IN FULFILLING OBLIGATIONS AND COMMITMENTS. • IF PEOPLE CANNOT DELIVER THEN WE FIND THEM UNWORTHY OF TRUST

  22. FUTURE OF HP • BASIS OF TRUST WILL BE ON COMPETANCE AND ABILITY TO PRODUCE RESULTS.

  23. ACTING WITH INTEGRITY • INTEGRITY IS ADHERENCE TO A CODE OF ETHICS OR SET OF VALUES • IT IS A MEASURE OF COHERANCE AND CONSISITENCY. • WE TRUST THOSE WHO ARE HONEST IN WHAT THEY SAY AND CONSISITENT IN HOW THEY ACT.

  24. DEMONSTARTING CONCERN CONCERN FOR OTHERS:WE TRUST • WHO CARE ABOUT US • WHO UNDERSTAND OUR CONCERNS • WHO ARE NOT IN CONFLICT WITH OUR INTERESTS.

  25. CONCERN FOR OTHERS • GOES BEYOND INDIVIDUALS • IT IS ABROADER CONCERN FOR THE GROUPS OF WHICH WE ARE A PART. • PEOPLE IN POSITON OF LEADERSHIP AND AUTHORITY,IF THEY HAVE CONCERN, THEY WILL BENEFIT THE COMPANY. • IF NOT THEN THEY HAVE A SERIOUS IMPACT ON INDIVIDUALS AND THE ORGANISATION.

  26. BALANCING ACT • AS LEADERS IN ORDER TO FULFILL RESPONSIBILITIES,WE HAVE TO ACT COMPETANTLY.IN DOING THAT WE MAY VIOLATE THE NEED FOR DEMONSTRATING CONCERN. • HOW WELL YOU DO THAT IS ALWAYS PERCEIVED BY THOSE AFFECTED.

  27. BALANCING ACT • LEADERS WHO ACHIEVE RESULTS BUT WHO DO SO IN A WAY THAT LACKS INTEGRITY WILL NOT BE TRUSTED-EVEN THOUGH THEY HAVE DELIVERED THE RESULTS EXPECTED OF THEM

  28. BALANCING ACT • LEADERS CAN SOMETIMES OVERCOME THE PERCEPTIONS OF INCONSISITENCY IN THEIR ACTIONS IF THEY DELIVER RESULTS AND DEMONSTRATE CONCERN FOR PEOPLE.

  29. MONITORING TRUST • WE CONSTANTLY ASSES AND REASSES THE TRUSTWORTHYNESS OF PEOPLE AND MANAGE THE RISK. • THIS WAY WE BALANCE THE NEED TO SIMPLIFY A COMPLEX WORLD AND BUILD SUPPORTIVE RELATIONSHIPS THROUGH TRUST. • THOSE IN LEADERSHIP POSITIONS NEED BOTH TO TRUST OTHERS AND TO ENSURE THAT SUCH TRUST IS WARRENTED.

  30. TRUSTWORTHYNESS • OUR ASSESMENT OF ANOTHER’S TRUSTWORTHYNESS DEPENDS ON • ACHIEVING RESULTS • ACTING WITH INTEGRITY & • DEMONSTRATING CONCERN

  31. ACHIEVING AND SUSTAINING TRUST LEVEL OF TRUST DEMONSTRATING CONCERN + + = ACHIEVING RESULTS ACTING WITH INTEGRITY

  32. THREE IMPERATIVES DETERMINE WHY SOME ORGANISATIONS DEVELOP APPROPRIATE LEVELS OF TRUST WHILE OTHERS FIND THEMSELVES BEING TOO RESTRICTED OR TOO VULNERABLE.

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