Trust

 

Trust Firm confdence in the dependability, truth, ability, or strength o someone or something. Is complex, can be maintain, merge and change depending on the situation and can decline across time.

Trust involves a set o belies •

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expectation rom a partner to another

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benefts that someone get or actions in certain situations

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gain value as a person

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make people engage in their urther relationship building

How and why trust grows, is preserved, and breaks in relationships? •

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First, individuals measure the degree to which they can trust their partners by observing their transormation and motivation in trust-diagnostic trust-diagnostic situations. Second, trust-diagnostic situations oten occur naturally and unintentionally during everyday lie.  hird, sel-es sel-esteem teem should a!ect a!ect the growth growth or decline decline o trust over time in relationships.

Principles of trust ". Sel Sel--rust is #redib #redibilit ility y  rust  rust is abou aboutt credibility credibility.. #redibility #redibility boils down down into our core core issues$ issues$ your integrity, integrity, your intent, your capabilities, and your results. Integrity includes honesty %telling the truth and leaving the right impression&, congruence %walking %walking your talk&, humility, and the courage to do what is right Intent is about motive, your reason or doing something. he motive that inspires the greatest trust is genuine caring.  he behavior that that best cr creates eates credibility credibility and inspires inspires trust trust is acting acting in the best best interest o others, so when we believe people truly are acting in our best interest, we tend to trust them. '. (elationsh elationship ip rust rust is #onsiste #onsistent nt )ehavior )ehavior  he *uickest *uickest way to decrease decrease trust is to violate a behavior behavior o character, character, while the *uickest *uick est way to increase increase trust is to demonstrate a behavior o competence.  alk  alk Straight$ )e )e honest. ell the truth. +et people know know where you stand. se se simple language. leave alseemonstrate impressions. integrity. ont manipulate people or distort acts. ont

 

#reate ransparency$ ransparency is about being open, real, and genuine. /ake things right when youre wrong$ 0pologi1e *uickly. emonstrate personal humility. Show +oyalty$ 2ive credit to others and speak about people as though they were present. #lariy 3xpectations$ isclose and reveal all expectations or discussion and renegotiate renegotia te them i needed and possible. ont assume expectations are clear or shared. +isten beore you speak$ +isten to understand ully. iagnose and dont assume you know what matters most to others. ont presume you have all the answers 4 or all the *uestions #ommitments$ /ake commitments careully and then keep them, and dont break confdences. 5. 6rg 6rgani1 ani1ation ational al rust rust is 0lignment 0lignment 3nsure that all structures and systems are in harmony with the behaviors. 7ork on creating a culture o making and keeping commitments. 8. /ark /arket et rus rustt is (eputa (eputation tion  his section section ocusses on applying a similar approach approach to the earlier earlier chapters, chapters, relating relating it to the external marketplace. 9. Soci Societal etal rust is #ontri #ontributi bution on #ontribution is the intent to create value instead o destroy it, to give back instead o take emonstrate (espect$ reat everyone with respect. Show kindness in the little things. )ehave in ways that demonstrate caring and concern. ake nothing or granted and recogni1e the contributions made by everyone.

Results  7hen we expect more, we tend to get more: when we expect less, we tend to get less.

Restoring Trust Increase your personal credibility and behave in ways that inspire trust. 2enerally speaking, a loss o trust created by a violation o character %integrity or intent& is ar more di;cult to restore than a loss o trust created by a violation o competence %capabilities or results&.

#ovey, Stephen /. (.: (ebecca (. /errill, Stephen (. #ovey. <he Speed o rust$  he 6ne hing hing hat #hanges 3verything= >ub. Free Free >ress. >ress. /ay 'th. '??@. (eprint. (eprint.

 

+evine , /c#ornack S. he ark Side o rust$ #onceptuali1ing and /easuring ypes o #ommunicative Suspicion. #ommunication Auarterly Bserial onlineC. Fall"DD" "DD":5D%8&$5'9-58?.. 0vailable rom$ #ommunication E /ass /edia #omplete, "DD":5D%8&$5'9-58? Ipswich, /0. 0ccessed September ", '?"8. Simpson G. >sychological Foundations o rust. #urrent irections In >sychological Science %7iley-)lackwell& Bserial onlineC. 6ctober '??H:"%9&$'8-'@. 0vailable rom$ 0cademic Search #omplete, Ipswich, /0. 0ccessed September ", '?"8. 7hitbourne, Susan rauss, >h.. <Fulfllment at 0ny 0ge. Jow to remain productive and healthy into your later years.= psychologytoday.com >ub September "@, '?"' 7eb. ecember @, '?"8.