To trust or not to trust can be a difficult question. Trust is not always appropriate. When it is, it involves a leap of faith from what we know now to what we hope will happen in the future. Trust is often based on past experience, reputation and any other evidence that gives you a feeling of confidence in another person or organisation. Trust starts small and, if nurtured and not abused, grows over time.
Trust is complex because human beings and organisations are all different and the ways they interact are complicated. So there are many different variables that impact on trust. There are factors which directly build up or break down trust. Then there is also the wider environment in which these factors operate. An individual’s or organisation’s values and the ambient culture, for example, are very influential on trust. Measures can, therefore, be taken to create and encourage trust, particularly by those in positions of leadership or responsibility.
If trust is betrayed, the costs can be high and the result a changed, if not, broken relationship. Yet with time, effort and understanding, it can sometimes be rebuilt given the right circumstances.
We probably cannot live without some degree of trust. Our lives and relationships are too complex to monitor and control completely. Too much control and not enough trust leads to inflexibility, inefficiency and a lack of innovation.
Trust allows us to share information and responsibilities for our mutual benefit whilst giving us the freedom to get on with our own work and life without worrying too much over the part others play. Trust, therefore, makes our interactions with each other more effective and creative. It not only rewards our business dealings but also enriches our personal life.
In conclusion, trust is probably the single most important indicator of a successful relationship.
See also The Mini Guide to Trust here.
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