Trust is a great enabler and meaningful success factor in organizations. But many organizations have low levels of trust, yet perform well or beyond expectations in some cases, at least for the short run.
The goal of this post is to point out how organizations compensate for lack of trust.
- Escalation. In lieu of the capability of solving issues between people or functions, things get escalated up to a more senior level. Often, this escalation is done by emails to a large list of people. Eventually, a senior manager puts people out of their misery and makes a call.
- Feigned trust. Like some of the orgasms some of the time, trust can faked. It is often faked by apparent agreement, nicey nicey fuzzy statements and decisions which are ambiguous, like, “we need to address this issue at a higher level some time by the end of the quarter”.
- Blaming. Rabid blaming can replace trust, and often does. The root cause of any given issue is not dealt with, so someone or some function gets hanged. For example in software, when release dates between development and marketing are not agreed upon, release managers get fired. Furthermore, this often happens between governments and their military. The government can claim military incompetency while the army can claim that the “goals of the mission were unclear”. A perusal of most Israeli newspapers will provide ample examples.
- Brute force. Coercion and fear can get jobs done. It is not popular to say so, but it’s very very common. Good? NO. Frequent, heavens yes.
So go for building trust yet realize that if it ain’t going to work, there are bypasses which are not wow wow, but they are usable. If this is the case, focus on damage control.
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