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.
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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.
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More articles on Workplace Politics:
- 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?
- Ethical Influence: II
- When we influence others as they're making tough decisions, it's easy to enter a gray area. How can
we be certain that our influence isn't manipulation? How can we influence others ethically?
- Obstacles to Finding the Reasons Why
- When we investigate what went wrong, we sometimes encounter obstacles. Interviewing witnesses and participants
doesn't always uncover the reasons why. What are these obstacles?
- On Snitching at Work: I
- Some people have difficulty determining the propriety of reporting violations to authorities at work.
Proper or not, reporting violations can be simultaneously both risky and necessary.
- That Was a Yes-or-No Question: II
- When, in the presence of others, someone asks you "a simple yes or no" question, beware. Chances
are that you're confronting a trap. Here's Part II of a set of suggestions for dealing with the yes-or-no
Forthcoming issues of Point Lookout
- Coming December 19: Embarrassment, Shame, and Guilt at Work: Creation
- Three feelings are often confused with each other: embarrassment, shame, and guilt. To understand how to cope with these feelings, begin by understanding what different kinds of situations we use when we create these feelings. Available here and by RSS on December 19.
- And on December 26: Embarrassment, Shame, and Guilt at Work: Coping
- Coping effectively with feelings of embarrassment, shame, or guilt is the path to recovering a sense of balance that's the foundation of clear thinking. And thinking clearly at work is important if you want to avoid feeling embarrassment, shame, or guilt. Available here and by RSS on December 26.
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- 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.