LEAD.305.HSF1 Adaptive Decision Making

Week3 Forum 1 - Expert Source: A BPM Interview: Why Trust Improves Both Ethics and Returns (2007) Please provide 2 statements from the article that you have experienced (good or bad) Do you agree that trust as a factor in decisioning makes as much of a difference as the article says why or why not? Provide examples. 1. "When trust breaks down, so too does cooperation and effort. When trust is strong, organizations become more productive, flexible, and effective in responding to the changing environment". I actually have experienced this phenomenon firsthand in my own painting setting. For instance, in my present-day job, I work in crew surroundings and depend closely on cooperation and brief responses from my colleagues on the way to achieving fulfillment. Whenever trust among individuals of the group is robust, there is an accelerated degree of productiveness in addition to extra flexibility to tackle new challenges. 2. "When human beings cannot consider what a company is doing, they're much less probable to use its services or products or paintings for it". I actually have skilled this statement in a terrible context. In my preceding process, I labored with a corporation that had a lifestyle of secrecy and a shortage of verbal exchange. This loss of trust among control and personnel had a bad impact on the organization's overall performance and morale. Employees felt like they had been left in the dark when it got here to selections, consequently making them hesitate to use the goods and offerings of the enterprise and decreasing universal performance. Yes, I agree. Trust is an essential thing in any decision-making method, as it builds the muse for successful collaboration and powerful communication. Without agree with, choice-making will become a whole lot extra difficult as it may result in a lack of self-belief in the selections being made, growing a cycle of negativity and reduced productivity. The article highlights this factor nicely, by demonstrating the importance of trust in a corporation's success, each from an ethical and financial perspective.

TO DO: You need to answer to your classmates post to question above. Example(Thanks Ruben for getting the discussion started. I will wholeheartedly agree that the shadow of the leader is so important on establishing trust. old saying, more is caught then taught. People are watching and assessing, not just listening to the words. Hard to have a trusting environment if the CEO or any manager is not on board and outwardly displays trust.)

Classmate post #1 The first statement I'd like to share is, "The problem, especially in a big company, is that maybe you trust some people but don't trust everybody. So we tend to put the lowest common denominator in place for everybody." I think this is common in a lot of organizations, primarily, because it's easier. Trust is a valuable commodity, and like the author states, it's reciprocal. It's difficult to establish, hard to maintain, and I'm sure it's a skill most managers lack training in. How many of us have know employees get promoted to management with no formal organizational training? While some managerial positions have trust, I would say most of their subordinates rarely are trusted. In part because some managers may see trust as autonomy and view employee autonomy as a treat to their power base. I think Convey's idea of building trust is powerful - "You're accountable to yourself; you do give an accounting of your stewardship to me, but you do it yourself, of yourself."

My second statement comes from when Convey is asked about organizational change. "Always start from a position of credibility." I think this echoes his claim that confidence is derived from character and competence. These qualities with honesty, integrity and accountability are key to increasing credibility at work in able to influence change with little or no positional power.

I agree with Convey's statement about the importance of trust. In positions I've held at work where I felt trusted I worked with an increased sense of pride, engagement, and dedication to my job. I assume employees would work more efficiently, take fewer sick days, and make better decisions at work when placed in high trust positions.

Thanks, Justin.

Answer:

Classmate post #2 Do you think trust is lacking in a lot of companies? Trust and ethical behavior are lacking in a lot of companies. "In the U.S., we've also seen a decline in trust in media, trust in government, trust in political parties, and trust in large companies. In some cases, trust in these institutions sits at historic lows." (2007) I think each of us can think of a politician or media outlet that has misled us and lost our trust. For example, the fear and deceit that came with the pandemic. The amount of misleading information that was spread was astounding. Knowing what we know now, I look at most things in the news objectively. Unfortunately, we live in a world where we must question everything. As Covey stated, competence and character are two crucial factors that help gain trust. Without competence, how can I trust you with words or actions? Character also says a lot of a person. I genuinely believe your reputation and what you stand for defines you. It is important for people to act with integrity and respect to gain trust. "The Speed of Trust" emphasizes the importance of trust in corporate culture. What, exactly, do you mean by "trust"? Again, you must present competence and character to gain trust. Trust takes time and effort. "I mean confidence, and it's a confidence that's born out of two things: character and competence. The presence of character and competence enables me to have confidence." (2007) When starting a new company unless you have previous knowledge of day-to-day operations and management it may take time to build trust. For example, I took on a civilian job that paralleled my military job after I got out of the Navy. I had the knowledge of what I was getting into but was surprised by the lack of competence and character my boss would present. He never took accountability for his actions and belittled his team. It did not take long for him to lose my trust. Trust is a funny thing in that it takes a long time to gain, but a short time to lose. Answer:

Classmate post #3 Hello Professor and Class. I want to share two statements from the article about my experience. 1. "When we put in place systems that say 'We don't trust you,' we tend to get that same distrust reciprocated back to us, and we perpetuate the culture of gaming." I can relate to the statement because I've seen in ARMY how a lack of trust can make it hard to talk to each other and work as a team. When people don't trust each other, they become guarded and secretive, which makes it hard for them to work together and be open. Instead of working together for the good of everyone, they tend to put their own needs first and consequence situations. Because of this, productivity goes down, and the company as a whole suffers. Trust is key to good communication and teamwork, leading to greater efficiency and success. 2. "The very process of accountability is one of the behaviors that will build trust and confidence." This statement aligns with my experience in ARMY. When individuals and teams are held accountable for their actions and results, they feel like they own what they did. Trust can be built by setting clear goals and encouraging a culture of honesty and open communication. People are more likely to act with integrity and try to meet standards when they know they will be held responsible for their actions. When deciding if trust matters in decision-making, I agree with the article. Trust is super important in making decisions and significantly impacts an organization's performance. When people trust each other and work well as a team, it helps them talk and work together better and come up with new and cool ideas. Trust also helps them make decisions faster because they don't have to spend so much time checking and watching each other. Plus, it makes the workplace happier and more positive, where everyone feels important, respected, and able to do their best. But if there's no trust, people might not believe each other, and it takes longer to make decisions. It can also cause fights and problems in the organization. In ARMY, I have been involved in many pieces of training which have to be performed in a team. I have been in a team where trust was very high and a team where there was no trust. When I was in a team with high trust, soldiers freely exchanged ideas and worked collaboratively towards a goal. We all trusted that our colleagues had their best interests and were competent, and this created a positive and productive work environment. On the other hand, Things didn't go well when I was part of a team with low trust. Soldiers held back information and wanted to avoid trying new things. It took a long time to make decisions because they doubted each other's intentions and focused on their own interests instead of working together. This made progress slower and stopped us from reaching the mission objective.

Answer:

Classmate post #4 The first statement that I have experienced from the article is "Do you believe other people generally can be trusted?". The issue of whether or not one may typically put their faith in the word of another is a complicated and very personal one. Trust is an essential component of human interactions and relationships, but the extent to which individuals are able to implant it in one another can vary significantly depending on their own distinct pasts, cultural settings, and points of view. Trust is an essential component of human interactions and relationships. For instance, during the period that I spent serving in the army, trust served as the foundation for the camaraderie and cohesiveness that existed amongst my fellow troops. Because we trust one another, we are able to depend on one another in high-pressure circumstances. This gives us the peace of mind that comes from knowing that every individual is fully committed to the accomplishment of the task as well as the protection of the whole unit. Without trust, the success of our operations would suffer, as would the strength of the ties that emerge between individual troops.

For second statement I've experienced from the article is "When trust goes up in a relationship, on a team, or in a company, speed will go up and cost will come down. That is a dividend. It is that simple, that clear, that predictable." In my previous role, I had the chance to witness firsthand the significant role trust played in enhancing our team's productivity and reducing our expenses. As team members grew more acquainted and developed a stronger sense of trust, we became more comfortable sharing our ideas, collaborating more efficiently, and taking calculated risks. The increased level of trust led to more open and sincere communication, enabling us to address issues promptly and find solutions more expediently.

Yes, I agree with the statement that "trust as a factor in decision makes as much of a difference" because When individuals or groups trust each other, it promotes effective communication, collaboration, and cooperation. This, in turn, can lead to better decision-making processes. Again, I would like to point out that trust enhances productivity because the team members will be more comfortable working with someone whom they can trust. When team members have trust in each other, they are inclined to embrace risk-taking, openly share inventive concepts, and participate in constructive discussions without being concerned about negative repercussions or criticism.

Answer: