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Wiley Published: 11/29/2011
(Wiley: Hoboken, NJ) -- Globally, there has been a decline in trust during the past few decades, and only one-third of Americans believe they can trust the government, big business, and large institutions. In The Decision to Trust (Wiley, 2011), Robert Hurley explains how this new culture of cynicism and distrust creates many problems, and why it is almost impossible to manage an organization well if its people do not trust one another. High-performing, world-class companies are almost always high-trust environments. Without this elusive, important ingredient, companies cannot attract or retain top talent.
In this book, Hurley provides a new model to measure and repair trust with colleagues, managers, and employees. He outlines the proven decision to trust model (DTM) of 10 factors that establish whether one party will trust the other, and he reveals how leaders in Asia, Europe, and North America have used the DTM to build high-trust organizations.
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Covering trust-building in teams, across functions, within organizations, and across national cultures, The Decision to Trust shows how any organization can improve trust and the bottom line. The book is filled with original examples from Daimler, PriceWaterhouse Coopers, Goldman Sachs, Microsoft, QuikTrip, General Electric, Procter and Gamble, AzKoNobel, Johnson and Johnson, Whole Foods, and Zappos.
Read chapter one here.
The Decision to Trust
The Decision to Trust Model
How We Differ in Trusting
Situational Factors in the Building of Trust
Tools for Diagnosing, Building, and Repairing Trust
Trust in Leadership and Management
Trust in Organizations
Building Trust Within Teams
Building Trust Across Groups and National Cultures
Hope for the Future of Trust
Appendix A—Research on the Antecedents to Trust
Appendix B—Trust Diagnosis Worksheet
Appendix C—Trust Interventions
Appendix D—Systemic Trust Interventions
Robert F. Hurley is a professor at Fordham University and president of Hurley Associates, a consulting firm that uses behavioral science to enhance individual and organizational effectiveness. He is also a core faculty member in the High Impact Leadership program for executives at Columbia Business School. His work has appeared in the Harvard Business Review and the California Management Review, among other publications. He is based in New York and Ridgefield, Connecticut.
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© 2023 Quality Digest. Copyright on content held by Quality Digest or by individual authors. Contact Quality Digest for reprint information.
“Quality Digest" is a trademark owned by Quality Circle Institute, Inc.
Links:
[1] http://www.wiley.com/WileyCDA/WileyTitle/productCd-1118072642.html
[2] http://media.wiley.com/product_data/excerpt/42/11180726/1118072642-19.pdf
[3] http://www.drbobhurley.org/about.php