A proven model to create high-performing, high-trust organizations Globally, there has been a decline in trust over the past few decades, and only a third of Americans believe they can trust the government, big business, and large institutions. In The Decision to Trust, Robert Hurley explains how this new culture of cynicism and distrust creates many problems, and why it is almost impossible to manage an organization well if its people do not trust one another. High-performing, world-class companies are almost always high-trust environments. Without this elusive, important ingredient, companies cannot attract or retain top talent. In this book, Hurley reveals a new model to measure and repair trust with colleagues managers and employees. * Outlines a proven Decision to Trust Model (DTM) of ten factors that establish whether or not one party will trust the other * Filled with original examples from Daimler, PriceWaterhouse Coopers, Goldman Sachs, Microsoft, QuikTrip, General Electric, Procter and Gamble, AzKoNobel, Johnson and Johnson, Whole Foods, and Zappos * Reveals how leaders in Asia, Europe, and North America have used the DTM to build high-trust organizations Covering trust building in teams, across functions, within organizations and across national cultures, The Decision to Trust shows how any organization can improve trust and the bottom line.
Introduction 1 1 The Decision to Trust 7 2 The Decision to Trust Model 25 3 How We Differ in Trusting 41 4 Situational Factors in the Building of Trust 51 5 Tools for Diagnosing, Building, and Repairing Trust 73 6 Trust in Leadership and Management 91 7 Trust in Organizations 113 8 Building Trust Within Teams 139 9 Building Trust Across Groups and National Cultures 159 10 Hope for the Future of Trust 189 Appendix A Research on the Antecedents to Trust 199 Appendix B Trust Diagnosis Worksheet 203 Appendix C Trust Interventions 205 Appendix D Systemic Trust Interventions 209 Notes 211 Acknowledgments 231 About the Author 235 Index 237