Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 6, Issue 16;   April 19, 2006: The High Cost of Low Trust: Part I

The High Cost of Low Trust: Part I

by

We usually think of Trust as one of those soft qualities that we would all like our organizational cultures to have. Yet, truly paying attention to Trust at work is rare, in part, because we don't fully appreciate what distrust really costs. Here are some of the ways we pay for low trust.
Acrobatics requires trust

George sat very still, withholding comment on what Trish had just said. She sipped her coffee and waited patiently for the idea to sink in. Trish knew that he would have difficulty accepting that the people in his organization didn't trust each other, and that they didn't trust him. And she knew that he wouldn't run away from the truth. So she waited.

George now sipped his coffee. He set the cup down, laced his fingers together, looked at his hands for a while, and sighed. Then he turned to Trish.

"I think I understand," he began. "People CC me on so many emails because they're trying to write a 'transcript' of their activities, so nobody can attack them later for not doing the job. Right?"

"Almost," said Trish. "Some expect you to defend them later, on the basis of the 'transcript.'"

"Right," said George, wincing because he'd forgotten that part.

Trish continued, "And some believe that since you saw the messages, you're now responsible, too, if they've made some bad calls."

"Right." George winced again. "And it doesn't matter that I get so many messages that I can't read them?"

"Right," said Trish. "It's a cultural problem. It's about Trust. But it's the same in International. It's no different in my patch."

Low-trust cultures have
lower productivity,
more defective products,
more rework and
more toxic politics
Trish and George are dealing with a common problem — a low-trust organizational culture. On the surface, things look OK, but the consequences of low trust include toxic politics, low productivity, lost sales, defective products, and still lower levels of trust.

Addressing the problem begins with understanding how people cope.

Preemptive defense
The preemptive defense, or "CYA," entails creating explanations or excuses intended to defuse any possible later attack from a colleague. Usually it takes a verbal form — a statement, a memo, or an email message — and serves no productive purpose.
The costs of preemptive defenses include not only the effort required to create them, but also the time and effort required to read or hear them. In meetings, the preemptive defense can be very expensive, wasting time for all who attend.
Preemptive attack
The preemptive attack is intended to head off perceived threats from those we distrust. By limiting their ability to harm, we hope to defend against whatever we fear.
This tactic leads to lower productivity for both the attacked and the attacker, and sometimes for bystanders, in two ways. Through the distraction and harm it causes, it interferes with getting work done. And attacks can actually disable those attacked, limiting their ability to exercise influence, even for legitimate purposes.

These are just two coping strategies for low-trust environments. We'll look at some more coping strategies next time. Next in this series  Go to top Top  Next issue: The High Cost of Low Trust: Part II  Next Issue

For more about Trust, see "Creating Trust," Point Lookout for January 21, 2009, "TINOs: Teams in Name Only," Point Lookout for March 19, 2008, and "Express Your Appreciation and Trust," Point Lookout for January 16, 2002.

303 Secrets of Workplace PoliticsIs every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics, filled with tips and techniques for succeeding in workplace politics. More info

Your comments are welcome

Would you like to see your comments posted here? rbrenbGfvUvLKyKaJukppner@ChacdGdOXxcpEQTgCgVhoCanyon.comSend me your comments by email, or by Web form.

About Point Lookout

Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Workplace Politics:

Two orcasWhen Leaders Fight
Organizations often pretend that feuds between leaders do not exist. But when the two most powerful people in your organization go head-to-head, everyone in the organization suffers. How can you survive a feud between people above you in the org chart?
President George W. Bush and President Vladimir PutinI've Got Your Number, Pal
Recent research has uncovered a human tendency — possibly universal — to believe that we know others better than others know them, and that we know ourselves better than others know themselves. These beliefs, rarely acknowledged and often wrong, are at the root of many a toxic conflict of long standing.
Comparison of energy consumption of compact fluorescent bulbs with incandescent bulbsWhat Insubordinate Non-Subordinates Want: Part II
When you're responsible for an organizational function, and someone not reporting to you won't recognize your authority, or doesn't comply with policies you rightfully established, you have a hard time carrying out your responsibilities. Why does this happen?
A political cartoon from the 1840 U.S. Presidential campaignHow to Create Distrust
A trusting environment is critical to high performance. That's why it's important to recognize behaviors that erode trust in others. Here's a little catalog of methods people use — intentionally or not — to create distrust.
Ross Marshall and Don Pugh at the kickoff meeting for the Expeditionary Combat Support System (ECSS) at Tinker Air Force BaseDeep Trouble and Getting Deeper
Here's a catalog of actions people take when the projects they're leading are in deep trouble, and they're pretty sure there's no way out.

See also Workplace Politics and Conflict Management for more related articles.

Forthcoming issues of Point Lookout

A vizsla in a pose called the play bowComing April 26: Why Dogs Make the Best Teammates
Dogs make great teammates. It's in their constitutions. We can learn a lot from dogs about being good teammates. Available here and by RSS on April 26.
A business meetingAnd on May 3: Start the Meeting with a Check-In
Check-ins give meeting attendees a chance to express satisfaction or surface concerns about how things are going. They're a valuable aid to groups that want to stay on course, or get back on course when needed. Available here and by RSS on May 3.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenBcTfSmPvesemGcuIner@ChacihxXtJhUGRrePXBpoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

Reprinting this article

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info

Public seminars

Changing How We Change: The Essence of Agility
MasteChanging How We Change: The Essence of Agilityry of the ability to adapt to unpredictable and changing circumstances is one way of understanding the success of Agile methodologies for product development. Applying the principles of Change Mastery, we can provide the analogous benefits in a larger arena. By exploring strategies and tactics for enhancing both the resilience and adaptability of projects and portfolios, we show why agile methodologies are so powerful, and how to extend them beyond product development to efforts of all kinds. Read more about this program. Here's an upcoming date for this program:

Creating High Performance Virtual Teams
Many Creating High Performance Virtual Teamspeople experience virtual teams as awkward, slow, and sometimes frustrating. Even when most team members hail from the same nation or culture, and even when they all speak the same language, geographic dispersion or the presence of employees from multiple enterprises is often enough to exclude all possibility of high performance. The problem is that we lead, manage, and support virtual teams in ways that are too much like the way we lead, manage, and support co-located teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and supporting virtual teams to achieve high performance using Simons' Four Spans model of high performance. Read more about this program. Here's an upcoming date for this program:

The Race to the South Pole: Ten Lessons for Project Managers
On 14The Race to the Pole: Ten Lessons for Project Managers December 1911, four men led by Roald Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished. As historical drama, why this happened is interesting enough, but to organizational leaders, business analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read more about this program. Here's an upcoming date for this program:

Follow Rick

Send email or subscribe to one of my newsletters Follow me at LinkedIn Follow me at Twitter, or share a tweet Follow me at Google+ or share a post Subscribe to RSS feeds Subscribe to RSS feeds
Please donate!The message of Point Lookout is unique. Help get the message out. Please donate to help keep Point Lookout available for free to everyone.
21st Century Business TravelAre your business trips long chains of stressful misadventures? Have you ever wondered if there's a better way to get from here to there relaxed and refreshed? First class travel is one alternative, but you can do almost as well (without the high costs) if you know the tricks of the masters of 21st-century e-enabled business travel…

Beware any resource that speaks of "winning" at workplace politics or "defeating" it. You can benefit or not, but there is no score-keeping, and it isn't a game.

303 Secrets of Workplace PoliticsIs every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics!
303 Tips for Virtual and Global TeamsLearn how to make your virtual global team sing.
My free weekly email newsletter gives concrete tips and suggestions for dealing with the challenging but everyday situations we all face.
A Tip A DayA Tip a Day arrives by email, or by RSS Feed, each business day. It's 20 to 30 words at most, and gives you a new perspective on the hassles and rewards of work life. Most tips also contain links to related articles. Free!
101 Tips for Effective MeetingsLearn how to make meetings more productive — and more rare.
Exchange your "personal trade secrets" — the tips, tricks and techniques that make you an ace — with other aces, anonymously. Visit the Library of Personal Trade Secrets.