Seeing Trust Ahead

Seeing ahead is an essential part of strategic thinking. Strategic thinkers are often described as "visionaries." Their ability to foresee an expected future by constructing a framework out of the events of the past distinguishes strategic thinking from ordinary thinking (Mintzberg, 1991). In seeing ahead, it is necessary to see all those changes which will take place both within and outside organizations in the future and consider how the organization should respond to those changes.

Achieving results and following through on business commitments as a trust imperative has a crucial role in constructing the future. As Shaw (1997) claims, only keeping a position in the market will guarantee that the organization has a future and makes it possible to provide job security to its members. He remarks that talking of trust when the company is failing is contradictory. In addition, Shaw emphasizes that the principle of achieving results should concern everyone in the organization, and that follow-through to achieve results at each level is the core of running the corporation. Similarly, commitment as a trust principle concerns everyone in the organization. Seeing trust ahead is not possible if the business does not run in a manner that produces consistently positive results or if there are employees who participate in their organization with many open or hidden terms and doubts. For trust building it is necessary to make it visible that everyone must contribute to the expected results. If this does not happen, the organization must start trust building processes from the very beginning, and use control to manage the risk.

According to Fukuyama (1996), the free rider problem is a classic dilemma in many organizations. Free riders benefit from being members of the organization, but fail to contribute appropriately to the common effort or performance. The bigger the organization becomes, the greater is the opportunity for individual members to become free riders. As a solution Fukuyama suggests that people's own well-being should clearly be tied to the success of the organization. He says: "People become free riders because they put their individual economic interests ahead of that of the group. But, if they strongly identified their own well-being with that of the group, or even put the group's interest ahead, then they would be much less likely to shirk work or responsibilities. This is why family businesses are a natural form of economic organization" (p. 156).

Seeing trust ahead requires developing a common vision for the organization. Shaw (1997) emphasizes that trust is more likely when goals or objectives for the organization or team are clearly articulated and accepted. Therefore, in seeking a common or similar goal, groups must often move beyond historical rivalries and have enough in common to see a benefit in working together. Shaw also claims that in the absence of shared vision people are not sure whether others are acting in the interest of the organization or their own.

Developing a common vision requires a continuous discussion about the mission, that is, why the organization exists, and where the organization wants to be in the future. Further, it includes a discussion about the values of the organization. Developing a common vision should involve all members of the organization, and not be carried out only at the top level.