Conclusion


In our chapter we have argued that there are many fundamental factors in political and business life which explain the emergence of trust and mistrust, of which satisfactory decision-making, asymmetry of information and dynamics of sense-making are the most important ones. Because people will not be convinced and persuaded by perfect rationality, comprehensive information, and unanimous interpretation, trust is needed to allay fears of betrayal and promote cooperation and collaboration.

We defined trust as an outcome of human interaction in which people's behavior and choices determine their mutual trust. We asserted that people usually measure the trustworthiness of other people in three ways: keeping promises, being committed in social interaction and honoring contracts. Thus, trust symbolizes accumulated experience of people's ability to behave in a trustworthy manner.

We paid attention to how people can earn each other's trust in numerous organized and occasional encounters inside and outside their organizations. In the former encounters, the following modes of behavior are vital in earning trust: integrity, responsibility, appreciation, competence and mutual support. Anticipation, friendliness, facilitation and predictability belong to the latter category. These are universally practical guides.

We showed that trust is a part of an assessing and deciding process that we called motivational mapping. Acceptance, satisfaction, legitimacy and trust constitute motivational mapping so that trust represents the deepest, most fundamental level in people's assessment and reflection. We argue that trust is different from the other three concepts of motivational mapping.

Our most important conclusion is that trust is capital comparable to financial, human and social capital. We used negative argumentation to convince our readers of this observation. We even went further by arguing that financial, human and social capital grows out of trust. These three forms of capital will lose their powers if people cease to trust them.

Distrust is the opposite of trust. There are many different reasons why trust will turn into distrust and these vary from organization to organization. Distrust generates difficult problems for organizations that are reflected in the financial situation of the organization. There are rational methods and techniques to deal with distrust, and management must learn to use these.

As a whole it is difficult to develop and run organizations without trust. It is extremely difficult to manage people successfully without trust. It is tricky and painful to keep customers who consider the organization completely untrustworthy. Politics, social life and commerce live from trust, but there is quite a deal of work left to prevent our organizations from becoming vehicles of distrust.




L., Iivonen M. Trust in Knowledge Management Systems in Organizations2004
WarDriving: Drive, Detect, Defend, A Guide to Wireless Security
ISBN: N/A
EAN: 2147483647
Year: 2004
Pages: 143

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