WHO DO YOU TRUST? And Why It Matters
WHO DO YOU TRUST? And Why it Matters!
(Part 2 in The Trust Series)
“Trust is a delicate property of human relationships. It is influenced far more by actions than words. It takes a long time to build, but it can be destroyed very quickly. Even a single action – perhaps misunderstood – can have powerful effects.” Douglas McGregor, author of the business classic, The Human Side of Enterprise
In 2006, the Wharton School of Business published an article (Promises, Lies, Apologies: Is it Possible to Restore Trust?) about the research of three of their professors on the variables of trust. In it, they used the following scenario to beautifully illustrate the complex factors that form our capacity to trust.
Let’s pretend that you lend someone a DVD to watch with the understanding that they will return it to Netflix when they are done. You find out that they forgot to return the film. Would you trust them again?
Got your answer? Let’s move on to the next scenario.
Now imagine that the person you lent the DVD to told you they sent back the movie, but you see the film in a pile of mail in their car? Where’s your trust level now? Would you lend them another DVD, or anything, in the future?
We have used this scenario in countless seminars on Trust to generate some real incisive thinking and dialogue about the nature of trust. It has raised some fascinating questions about the dynamics of trusting – and trustworthiness. Typically, it provides a pathway for us to see the rules, conscious and unconscious, that drive our behavioral choices in relating with others.
Undoubtedly, some the examples we have unearthed in these conversations will ring some bells for readers.
Some typical responses to the first scenario:
- Yes, I would give the person another chance
- Yes, it’s just a DVD
- Depends on who the person is (ah ha! This is a biggie because for most people that’s a decisive factor – with Trust – CONTEXT matters – the who, what and why of it shapes our decisions to trust)
- Never again. Burnt once, won’t get burned twice (an oft heard collective belief that can draw rock solid parameters around our experiences)
- Never lend anything to anyone anyway! (admittedly this response is a minority one – but every group we’ve worked with has at least one)
It is important to note here that when explored, most people say their choices are governed almost entirely by their past experience. While that may seem logical, unless you want to base the rest of your life’s decisions on the past (and for many of us, this is usually based on what’s not worked rather than what has worked ) this may be the time to examine the beliefs that drive your choices.
Back to the second part of the scenario (where you have made the choice to trust and you were “betrayed.” ****)
Some more typical responses:
- It reinforces that people can’t be trusted
- Once I am let down by another person, I won’t risk trusting again
- Lying is unacceptable and I won’t tolerate it
- People can forget, especially if they are busy and absent minded
- I would approach the person and tell them I saw the DVD and ask them what happened
Interesting range of responses, don’t you think? Where do you find yourself gravitating?
Two important notes to share about what we have written so far. First, note the red asterisks above, next to the word betrayed. A colleague, referring to our last post on Trust & First Impressions contacted us to say that she found the use of the word betrayal really striking.
Her take was that the words we use to describe our experience can make a huge difference in how we feel about a person or situation. This is critical.
Even though the word betrayal is commonly used in research and writing about trust issues – it is one of those powerful words (like deception) that can evoke the strongest emotions and reactions. These reactions can and do cloud our perceptions and drive us to make choices that can be unwise and often inappropriate to the current circumstances we face.
Finally, it’s also important to say that the Wharton study found that promises to correct future behavior and apologies (that must meet a series of criteria to be accepted as “sincere”) do matter.
In future postings in the Trust Series, we’ll look at the role of lying, apologies, intuition and forgiveness on trust. We’ll also explore the essential ingredients of building and restoring trust once it’s been eroded or broken, especially in the workplace.
- So – who do you trust and why?
- What criteria affect your choices to trust – or not?
- Are you more/less trusting with co-workers, friends, family?
- Do you believe that relationships, especially in the workplace, can thrive without trust?
Your comments are valuable to us – we’d love to hear from you!
Louise & George Altman
Intentional Communication Consultants