Beschreibung:
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.
A proven model to create high-performing, high-trustorganizationsGlobally, there has been a decline in trust over the past fewdecades, and only a third of Americans believe they can trust thegovernment, big business, and large institutions. In TheDecision to Trust, Robert Hurley explains how this new cultureof cynicism and distrust creates many problems, and why it isalmost impossible to manage an organization well if its people donot trust one another. High-performing, world-class companies arealmost always high-trust environments. Without this elusiveimportant ingredient, companies cannot attract or retain toptalent.In this book, Hurley reveals a new model to measure and repairtrust with colleagues managers and employees.* Outlines a proven Decision to Trust Model (DTM) of ten factorsthat establish whether or not one party will trust the other* Filled with original examples from Daimler, PriceWaterhouseCoopers, Goldman Sachs, Microsoft, QuikTrip, General ElectricProcter and Gamble, AzKoNobel, Johnson and Johnson, Whole Foodsand Zappos* Reveals how leaders in Asia, Europe, and North America haveused the DTM to build high-trust organizationsCovering trust building in teams, across functions, withinorganizations and across national cultures, The Decision toTrust shows how any organization can improve trust and thebottom line.
Introduction 11 The Decision to Trust 72 The Decision to Trust Model 253 How We Differ in Trusting 414 Situational Factors in the Building of Trust 515 Tools for Diagnosing, Building, and Repairing Trust 736 Trust in Leadership and Management 917 Trust in Organizations 1138 Building Trust Within Teams 1399 Building Trust Across Groups and National Cultures 15910 Hope for the Future of Trust 189Appendix A--Research on the Antecedents to Trust 199Appendix B--Trust Diagnosis Worksheet 203Appendix C--Trust Interventions 205Appendix D--Systemic Trust Interventions 209Notes 211Acknowledgments 231About the Author 235Index 237