A sense of trust — trusting others and being trusted ourselves — is something most of us value. At work, distrust has direct economic consequences, but we rarely pause to think about its costs. Here's Part II of a little catalog of ways we cope with distrust, and the costs that result. See "The High Cost of Low Trust: I," Point Lookout for April 19, 2006, for more.
- Some people feel that they might be blamed or held responsible for failures or mishaps. They either conceal the failure, or conceal their roles in it, sometimes even concealing themselves. Concealment can include lies of commission or omission.
- Concealment makes replicating failures more likely, and replicating successes less likely. It tends to complicate recovery from or learning from failures, because it makes them and their causes less visible. And in the same way, it can complicate any learning from successes.
- At work, distrust has
direct economic consequences,
but we rarely pause
to think about its costs
- If the level of distrust in the environment becomes unbearable, we sometimes escape to whatever degree we can. Early forms of escapism include missing meetings and elevated absenteeism. Unaddressed, escapism can become voluntary transfer or termination.
- Escapism mimics other forms of substandard performance. Because we tend to see escapist behavior as a problem of the individual, rather than a symptom of organizational distrust, we have difficulty detecting it or resolving it. Escapism deprives the organization of the contributions of the escapee, which can be costly when the escapee plays a critical role.
- When we distrust someone, we sometimes limit contact by avoiding that person, to relieve ourselves of worry about attacks. But this tactic further limits our knowledge of the activities and intentions of those we distrust, which can increase our sense of distrust. Moreover, the insulation also deprives those we distrust of information about us, which can cause distrust on their part, too.
- Avoidance tends to deepen distrust on both sides, which increases the prevalence and cost of other distrust coping patterns. And avoidance can complicate team efforts if the avoider and the person avoided have to work together.
- In problem solving, we sometimes prefer solutions with hedges, so that even if they fail, we still get some of what we want. But hedges can make the solution unpalatable to our negotiation partners, because they might not know our real motivations, and then they imagine something truly horrible.
- If our partners sense what we're doing, hedging can further lower the overall level of trust. It increases the cost and complexity of internal negotiations, and lengthens them, too. Many so-called "control procedures" are actually hedges against feared outcomes whose organizational costs are often less than the cost of the control procedures.
One tactic we sometimes use in low-trust relationships is indirectness. We say what we think, but in such an obtuse manner that it can be interpreted in a variety of ways. See "The True Costs of Indirectness," Point Lookout for November 29, 2006, for more.
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.
Is 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 welcomeWould you like to see your comments posted here? rbrenpCtWddbqtObuLxPMner@ChacAMZrpIDvmFVlvaPGoCanyon.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.
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.
More articles on Workplace Politics:
- Empire Building
- Empire builders create bases of power within the larger organization. Typically, they use these domains
to advance personal or provincial agendas. What are the characteristics of empires? How can we navigate
through or around them?
- Hostile Collaborations
- Sometimes collaboration with people we hold in low regard can be valuable. If we enter a hostile collaboration
without first accepting both the hostility and the value, we might sabotage it outside our awareness,
and that can render the effort worthless — or worse. What are the dynamics of hostile collaborations,
and how can we do them well?
- Deceptive Communications at Work
- Most workplace communication training emphasizes constructive uses of communication. But when we also
understand how communication can be abused, we're better able to defend ourselves from abusive communication.
One form of abusive communication is deception.
- Big Egos and Other Misconceptions
- We often describe someone who arrogantly breezes through life with swagger and evident disregard for
others as having a "big ego." Maybe so. And maybe not. Let's have a closer look.
- Behavioral Indicators of Political Risk
- Avoiding dangerous political interactions is easier if you know what to look for. Among the indicators
of possible trouble are the behaviors of the people around you.
Forthcoming issues of Point Lookout
- Coming February 28: Narcissistic Behavior at Work: I
- Briefly, when people exhibit narcissistic behavior they're engaging in activity that systematically places their own interests and welfare ahead of the interests and welfare of anyone or anything else. It's behavior that threatens the welfare of the organization and everyone employed there. Available here and by RSS on February 28.
- And on March 7: Narcissistic Behavior at Work: II
- Narcissistic behavior at work threatens the enterprise. People who behave narcissistically systematically place their own interests and welfare ahead of anyone or anything else. In this Part II of the series we consider the narcissistic preoccupation with superiority fantasies. Available here and by RSS on March 7.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenxFxTzdjCPmiJxnROner@ChacaoplbnRYpaDicJNboCanyon.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:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
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
- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.
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.