239

INDEX

A

Abilities

acknowledging people’s, 61–71

acknowledging team’s, 172–174

Abstractness, 94–96, 101

Accountability, 60

Agreements, in contractual trust, 28–30, 32, 163

Amends, making, 190

Attributes, combination of, 92

Awareness, 186

B

Behaviors

that contribute to communication trust, 36–51

that contribute to competence trust, 61–71

that contribute to contractual trust, 18–21

Beliefs, influence of, 118–121

Betrayal, 100–101

as breaking trust, 6–8

continuum, 109, 123

effect of, on capacity for trust, 114–117

high cost of, in workplace, 112–113

how trust is broken, 107–123

how we betray, 117–118

and influence of perceptions and beliefs, 118–121

as teacher, 121

understanding, 10–11

Betrayal continuum, 109, 122, 123

BigCorp, 208, 211

Blaming, 192

Border, S., 203

Boundaries, establishing, 22, 31, 161–163

C

Capacity for trust, 79–87

developing, 81–82

matrix, 87

as starting point for relationships, 85–86

and time, 100–101

and trusting others, 84–85

and trusting ourselves, 83–84

voice, 83

Capacity for trust attributes, 89–103

and abstractness, 94–96

application exercises, 102

and complexity, 96–99

and differentiation, 99–100

and realism, 92–94

understanding, 90–100

Catalyst Consulting Group, 204

Chagnon & Reina Associates, 210

Change

emotional side of, 184–185

impact of, on people, 182–183

as loss, 183–184

Choice, 126–128, 189

Combination of attributes, 92

Commitment, 193

Communication trust

behaviors that contribute to, 36–51

and building relationships, 51–52

definition of, 34–36

within teams, 165–172

Community, 153

Compassion, 151–153

Competence, 60

Competence trust

behaviors that contribute to, 61–71

definition of, 58–61

within teams, 172–176

Complexity, 96–99, 101

Confidentiality, maintaining, 48–49, 53, 169–170

Conflict, 119

Confrontation, fear of, 45

Consistency, 26–27, 32

Constructive feedback, 44–48, 53

240

Context, larger, 188–189

Contractual trust

behaviors that contribute to, 18–21

definition of, 16–18

within teams, 161–165

as trust of character, 15–32

Conviction, 149–150

Courage, 150–151

Credibility, leader’s, 51

D

Decisions, allowing people to make, 66–67

Delegation, 22–23, 31–32

Dialogue, meaningful, 51

Differentiation, 99–100, 102

Difficulty, creating, 120

Dilbert, 71

Disappointment, dealing with, 71–72

Disclosure, 44

Discounting people, 120–121

Donaldson Company, 203, 204

E

Each one teach one method, 73

Edison, T., 43

Employee satisfaction, 197–203

Expectations

explicit, 19–20

implicit, 21

managing, 18–19, 31, 161–163, 190–191

Experience, reframing, 131–132, 188–189

F

Feedback, giving and receiving, 44–48

Feelings, 130–131, 186–187

and permission to feel, 130

Flow state, 113

Forgiveness, 134–136, 191–192

Francis, S., 203–208

G

Good purpose, speaking with, 49–51, 53, 170–172

Gossip, 37, 49, 50, 221

Greenleaf Health Care Systems, 217–221, 223

Grieving process, steps of, 128

Guilt, 131

H

Hardwick, B., 209–211

Healing

and allowing feelings to surface, 130–131

and forgiveness, 134–136

and getting support, 131–132

and letting go, 137

and observing and acknowledging what has happened, 129–130

and reframing experience, 132–133

seven steps for, 125–141

and taking responsibility, 133–134

Hospital setting, 217–224

I

Information

managing, 37

sharing, 36–40, 53, 165–167

Input, seeking, 67–68, 174–175

Intentions, mutually serving, 24–26, 164–165

K

Knowles, J., 208–211

Kübler-Ross, E., 128

L

La Petite Company, 183

Leadership trustworthiness, 9–10

Learning contracts, 74–75

Loss, change as, 183–184

M

Major betrayal

as by-products of fear and self-serving interests, 110

and trusting others, 114–116

and trusting ourselves, 116–117

Micromanagement, 226

Military, 211–217

Minor betrayal, 110–111, 117

Mistakes

admitting, 43–44, 53, 168–169, 189

avoiding, 43

embracing, 189

Mutually serving intentions, 24–26, 32, 164–165

N

Naiveté, 127

Needs, focus on, 192

New Jersey, 232

New York, New York, 232

9/11 Terrorist Attacks, 231–236

O

One-on-One Communication Meeting4, 53

Organizations

allowing feelings to surface in, 186–187

assessing health of, 186

241

and dealing with emotional side of change, 184–185

and forgiveness, 191–192

giving employees support within, 186–187

health of, 186

helping people heal from betrayal within, 185–193

and impact of change on people, 182–183

and letting go, 192–193

and observing and acknowledging what has happened, 185–186

and people experiencing change as loss, 183–184

rebuilding trust within, 181–196

reframing experience, 186–187

taking responsibility within, 190–191

Others, involving, 67–68, 174–175

P

Pentagon, 232

Perceptions, influence of, 118–121

Perfectionism, 93

Permission, 187

Preoccupation, 119–120

Promises, keeping, 191

Q

QFS, 208–211

Quiet time, 131

R

Realism, 92–94, 101

Reframing, 132–133, 188–189

Reina, D. S., 199, 202, 210, 213, 232–236

Reina, M. L., 136, 198–203, 210, 213, 220, 225, 227–229, 232, 233, 235

Reina Organizational Trust Scale, 205, 216, 220, 222, 224, 225, 227, 229, 230

Reina Trust & Betrayal Model

and betrayal, 109

and capacity for trust, 80

and capacity for trust attributes, 91

and communication trust, 14

and competence trust, 59

and contractual trust, 17

and renewal of trust, 154

and seven steps for healing, 129

and team transitional trust, 178

and transactional trust, 14

and transformative trust, 149

and trust of capability, 57–75

and trust of character, 15–32

Rejection, expectation of, 119

Relationships

and capacity for trust, 85–86

and communication trust, 51–52

need for trust in, 155

and truth-telling, 46

Responsibility, taking, 133–134, 190–191

Risk taking, 65, 83, 127

S

Safety, psychological, 70

Simpson, C., 218, 219

Skills

acknowledging, in teams, 172–174

acknowledging people’s, 61–71

helping people learn, 68–71

helping people learn, in teams, 175–176

Smith, D., 204, 206, 208

Smith Company, 145

Speaking with good purpose, 49–51, 170–172

Spin, 42

Stonewalling, 43

Structural roulette, 201

Support, 131–132, 187–188

Sustainable trust

and community, 153

and compassion, 151–153

and conviction, 149–150

and courage, 150–151

creating, 143–147

four core characteristics of, 147–156

Sykes, J., 209, 210

T Teams

communication trust within, 165–167

competence trust within, 172–176

contractual trust within, 161–165

and importance of trust to team effectiveness, 160–161

rebuilding trust within, 159–179

transactional trust, 178

and trust as most critical ingredient, 176

Thomas-Bingham Corporation (TBC), 203–206, 208

Transactional trust, 14

Transformative trust, 143–156

and community, 153

and compassion, 151–153

and conviction, 149–150

and courage, 150–151

four core characteristics of, 147–156

Transitional needs, 187–188

242

Trust

attributes, 89–103

breaking, 6–8

building, 5–6

of capability, 59

capacity for, 80

of character, 16

communication, 33–55

of disclosure, 34

need for, 4–5

rebuilding, 8–9

renewal of, 153–154

sustainable, 143–153

transformative, 143–153

understanding, 10–11

Trust, rebuilding, 125–141

and allowing feelings to surface, 130–131

and choice, 126–128

and forgiveness, 134–136

and getting support, 131–132

and letting go, 137

and observing and acknowledging what has happened, 129–130

within organizations, 181–196

payoff of, 8–9

and reframing experience, 132–133

and seven steps for healing, 128–137

and taking responsibility, 133–134

within teams, 159–179

Trust attributes

capacity for, 89–103

understanding capacity for, 90–100

Trust Building On-line, 222, 223, 228

Trust of Disclosure, 33–55, 35

Trustworthiness, leadership, 9–10

Truth

avoiding, 42

telling, 40–43, 53, 167–168

V

Verbalization, 187

W

Weaver, D., 231

Willow Bay Hospital, 217–224

Work contract, changing, 69

Workplace

high cost of betrayal in, 112–113

World Trade Center, 231–236

Y

Yerkes, L., 204, 205