Building Trust In A Cross Functional Team

It is said that trust is the basis of all human connections, from accidental encounters to close relationships. Trust directs all of the interactions that we have with each other. Jeffrey A. Simpson writes, “Trust involves the juxtaposition of people's loftiest hopes and aspirations with their deepest worries and fears” (1). The human ability for trust and trusting is not measured out on an equal basis. Some people are able to trust easier than others and are better at being trustworthy and judging other’s credibility.

2. “Trust can actually encourage disagreement and conflict among team members.”  Explain why this could be the case.

Trust- should be slowly built up across team members, through developing confidence in each other’s competence and reliability. Trusting individuals are willing to share their knowledge and skills without fear of being diminished or exploited.

What is trust? The dictionary meaning of trust is a firm belief in the reliability, truth, ability, or strength of someone or something. The second meaning is, confidence placed in a person by making that person the nominal owner of property to be held or used for the benefit of one or more others. But what can we really define as trust? In this paper, I will discuss how trust is used every day in different situations, how we deal with trust in various relationships, and how we as individuals practice trust within ourselves.

In this book, trust is defined as “one’s willingness to be vulnerable to another based on the confidence that the other is benevolent, honest, open, reliable, and competent.” (page xiii) The author recognizes that trust is complex and dynamic. She views trust as the “lubricant” that greases the machinery of the organization. Trust is particularly important where parties are interdependent, or the “interests of one party cannot be achieve without reliance upon another.” In schools “teachers and principals are

In ADP 6-22 there is a section dedicated to building trust, trust may sound cliché or soft depending on who you are but by developing trust you are in turn developing mutual respect. It says that “it is important for leaders to promote a culture and climate of trust”(ADP 6-22 chapter 6-50)

Building trust takes time and effort up front. It takes deep commitment and follow-through. It pays off.

We established trust by taking small risks one at time, listen for other groups’ interest, come through each other,

Dearborn established that trust is clearly a valuable element for successful collaboration among work groups in businesses such as HCOs (Dearborn, 2014). In order to operate as a successful HCO, it is imperative for businesses to form trusting relationships between HCO members at each echelon. In order to accomplish this objective, Dearborn explained that leaders must initially establish trust at the organizational and individual levels (Dearborn, 2014). Next, it is essential to communicate effectively and with mutual respect (Dearborn, 2014). Lastly, Dearborn emphasized that leaders need to be genuine and honest to form associations which will allows members to feel appreciated, responsible, and accountable (Dearborn, 2014). The following narrative will compare and contrast the impact of trust on two HCO work groups. Each of the examples provided presents opportunities for HCOs to learn valuable lessons and offers guidance for continued growth into successful corporations with high levels of organizational trust.

The purpose of this assignment requires consideration of how to develop and maintain trust at work, as well as how teams are built within the workplace and what effects and concerns a manager needs to be aware of.

What is the key to creating cross-functional teams in which team members put the good of the team ahead of functional self-interest?

Group climate consists of the overall sentiment that is displayed within a group. This includes the aspects of honesty, openness, consistency and respect according to “Teamwork” by Lefasto and Larson. When evaluating the characteristics of group climate in a team, the most prevalent component to examine is trust. Trust yields respect, acknowledgement, cohesiveness, a bridge between cultural differences and above all else, sensitivity to ideas being expressed so a consensus can be reached. However, as pointed out by “Teamwork”, trust is extremely fragile. If trust can be maintained and not breached, a team has defeated one of the few obstacles that inhibit the team from attaining their ultimate goal. This is because trust

In order for interpersonal trustworthiness to exist in organizations, a leader-follower relationship must first exist between the parties involved (Caldwell et al., 2010, p. 500). Once that leader-follower relationship is established, leaders have to earn trust. Leaders earn trust by their respective actions, morals and virtues. Trust is can also be based on past history. If something was done in the past which questions a leader’s values, morals or judgment, it would be unlikely that the leader would be trusted in the future. One of the most important parts of being an effective leader is building and maintaining trust. Trust can further be defined as a “multi-dimensional construct comprising different dimensions of the trustee’s attributes that the trustor evaluates” (Ingenhoff and Sommer, 2010, p. 341).

There should be trust amongst each other in order to be able to work together successfully.

Managers were concerned about knowing and understanding each and every perspective of their employee’s cultures. As they know that without studying or knowing the culture, coordination cannot be built between the employees. It is the existing perspective of managers dealing with cross-cultural management (Sultana, 2013).