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The Decision to Trust: How Leaders Create High-Trust Organizations
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About The Decision To Trust: How Leaders Create
Amazon.com Exclusive Q&A with Dr. Robert F. Hurley, author of The Decision to Trust Why is trust increasingly important? What value does it bring? Speed, agility, and commitment are crucial to winning in today’s markets, and none of these are possible without trust. When we do not trust, cooperation and exchange become slower and more problematic. Unfortunately, the risk and uncertainty inherent in today's dynamic environments make trust both more important and more difficult. Those firms that understand how to create trust in these challenging times—like Google, Ernst & Young, and Zappos—will have a major advantage. What's unique about your research on trust? My research on trust is the first to look at trust from a decision-making perspective designed to provide leaders with an ability to influence our decisions about who we trust or distrust. I’ve identified ten factors that we know will lead people to trust: risk tolerance, adjustment, power, situational security, similarities, alignment of interests, benevolent concern, capability, predictability and integrity, and communication. This allows us to understand how to change specific perceptions of trustworthiness and enhance our ability to trust and be trusted. What is it that most of us get wrong about trust? Most of us take dangerous shortcuts when we decide to trust. We think because someone is benevolent or a member of the "tribe" (e.g., same social, ethnic group, or religion), that they can be trusted. Bernie Madoff exploited many of these trust errors very well. When we fail to consider the factors that lead people to trust, we run the risk of poor trust decisions and the pain of betrayal. How can we judge our own inclination to trust? People vary in their disposition or capacity to trust, to
