{"id":87092,"date":"2022-12-21T15:49:00","date_gmt":"2022-12-21T19:49:00","guid":{"rendered":"https:\/\/www.shortform.com\/blog\/?p=87092"},"modified":"2022-12-27T13:38:42","modified_gmt":"2022-12-27T17:38:42","slug":"importance-of-trust-in-the-workplace-2","status":"publish","type":"post","link":"https:\/\/www.shortform.com\/blog\/importance-of-trust-in-the-workplace-2\/","title":{"rendered":"The Importance of Trust in the Workplace (+ The Effects of Distrust)"},"content":{"rendered":"\n

What is the importance of trust in the workplace<\/a>? How can you build trust through good conversations?<\/p>\n\n\n\n

In Conversational Intelligence<\/em>, Judith Glaser writes that teamwork and success can only work if employees trust each other. More importantly, employees need to be able to trust their managers to communicate with them at any time.<\/p>\n\n\n\n

Let’s look at how important trust is in any business.<\/p>\n\n\n\n\n\n\n\n

Trust Is the Foundation of a Good Conversation <\/strong><\/h2>\n\n\n\n

Glaser writes that high-quality conversations are built upon a foundation of trust<\/em><\/strong>. This is essentially the importance of trust in the workplace<\/a>. Trust is the sense that you can express your true thoughts and feelings<\/a> to the other person and that they will understand and respect these. If other people don\u2019t trust you as a leader, your conversations will never be productive and you\u2019ll never be able to create a collaborative, functional working environment.<\/p>\n\n\n\n

(Shortform note: You might also conceive of trust in your workplace interactions as feeling safe <\/em>in the workplace\u2014this is how Daniel Coyle refers to this concept in The Culture Code<\/em><\/a>. <\/em>He elaborates that a safe workplace facilitates strong chemistry among employees and a willingness to go above and beyond normal responsibilities<\/a>\u2014two outcomes that Glaser would likely consider part of a collaborative, functional working environment.)<\/p>\n\n\n\n

The Neurological Underpinnings of Trust<\/strong><\/h3>\n\n\n\n

Glaser explains that feelings of trust and distrust have neurological roots and evolved as a survival mechanism<\/strong>, which demonstrates how important trust is to our interactions. Let\u2019s look at what happens in the brain when you engage in conversation with someone you distrust versus someone you trust: <\/p>\n\n\n\n

Every time you meet someone new, your brain must decide if they\u2019re an ally or an enemy. This is because, from an evolutionary perspective, you need to know if the person wants to harm you, and you therefore need to flee or defend yourself. If your brain decides the other person is an enemy, it goes on the defensive: The amygdala (where fear is processed) is activated, cortisol (the stress hormone<\/a>) is released, and you\u2019re not able to trust the other person.<\/p>\n\n\n\n

The result of this absence of trust is that you can\u2019t have a productive conversation with the other person<\/strong> and may resort to using conversations merely to get information across to the other person without soliciting their input.<\/p>\n\n\n\n

On the other hand, if you decide the other person is an ally, your brain releases oxytocin, a neurotransmitter that makes you feel connected to others. Your brain also releases happiness hormones like dopamine and serotonin. These hormones help you feel that you can trust the other person. Trust makes you open to their input and to being collaborative\u2014in other words, it\u2019s only in a trust state that people can hold high-quality conversations<\/strong>. <\/p>\n\n\n\n

(Shortform note: Other researchers agree with Glaser that oxytocin makes you more trusting and connected to others. But they add that this is only toward people you already<\/em> know and trust\u2014existing allies<\/a>. Oxytocin paradoxically makes you less <\/em>trusting of people you don\u2019t already know because it accentuates your instinct to bond with an in-group<\/em>, which in turn increases your suspicions of out-groups<\/em>. Perhaps, therefore, to reap the connective benefits of oxytocin, you must have repeated positive interactions with someone until you perceive them as an ally, and oxytocin makes you feel more trusting of them and thus able to have a high-quality conversation.)<\/p>\n\n\n\n

Complicating Glaser\u2019s Neurological Explanation of Trust<\/strong><\/h3>\n\n\n\n

In The Body Keeps the Score<\/em><\/a>, <\/em>Bessel van der Kolk adds a layer of complexity to Glaser\u2019s explanation of the neurology of trust. Van der Kolk explains that stimuli\u2014for instance, the words and body language of the person you\u2019re talking to\u2014are filtered through two parts of your brain<\/a>: First through the amygdala, which decides if the stimuli constitute a threat to your well-being. In Glaser\u2019s description, this is when you subconsciously decide if the person you\u2019re talking to is an ally or an enemy. <\/p>\n\n\n\n

But second, that information is also filtered through the medial prefrontal cortex<\/a> (MPFC), which is where you logically evaluate the threat level of the stimulus. This is where your brain would decide if rationally<\/em>, the other person indeed poses a threat to you. Glaser doesn\u2019t mention that information is filtered through this second part of the brain, and its existence seems to undercut her argument that once your amygdala decides the other person is an enemy, you can\u2019t change your mind to be more trusting of them. Conceivably, you might be able to rationalize that though the other person made a bad impression and seems to be adversarial, you should spend more time with them before leaping to conclusions. <\/p>\n\n\n\n

Thus, it\u2019s possible that you can override your initial negative reaction to another person and still have a productive or meaningful conversation.<\/p>\n\n\n\n

The Compounding Negative Effects of Distrust<\/strong><\/h3>\n\n\n\n

When we feel distrustful of others, we create mental narratives through which we blame others for bad events while ignoring our own contributions to those events<\/strong>. This can make us feel better about ourselves, but it can interfere with our ability to see a situation clearly, contends Glaser. <\/p>\n\n\n\n

For instance, if you\u2019re working with a colleague you don\u2019t trust to do a good job, you might create a mental narrative in which your colleague always <\/em>overlooks important details. You then exclusively <\/em>blame them when you get negative feedback from your supervisor on a project, telling yourself they messed up yet again. <\/p>\n\n\n\n

Then, you may begin paying attention<\/a> only to inputs that reinforce those mental narratives while ignoring reality. For example, on your project, you might have made mistakes yourself, but you tell yourself those were only due to your colleague\u2019s sloppy work. <\/p>\n\n\n\n

In this way, when we are distrusting, we become different people, behaving defensively and often out of character, which continues to alienate others.<\/p>\n\n\n\n

You Fabricate More Than Narratives About Others<\/strong><\/h3>\n\n\n\n

It\u2019s human nature to create mental narratives that reflect well on ourselves\u2014not only about people you distrust, but also about much of reality in general. Daniel Gilbert writes in Stumbling on Happiness<\/em><\/a> <\/em>that you do this by interpreting things that happen in your life in a way that reflects well upon you<\/a>. For instance, if someone says the flowers in your yard are interesting, that word doesn\u2019t inherently have a good or bad connotation, but you\u2019ll likely interpret it as a compliment of your gardening skills because it reflects better on you. <\/p>\n\n\n\n

You also pay far more attention to information that reinforces beliefs you already have than to information that undermines it. If you hear two people debating which flowers are better for your climate, you\u2019ll give more credence to the debater who champions the flowers you like and have in your garden<\/a>. <\/p>\n\n\n\n

This all simply indicates that it may be difficult to stop creating negative mental narratives about others because you\u2019re naturally inclined to create your own version of reality in general.<\/p>\n","protected":false},"excerpt":{"rendered":"

What is the importance of trust in the workplace? How can you build trust through good conversations? In Conversational Intelligence, Judith Glaser writes that teamwork and success can only work if employees trust each other. More importantly, employees need to be able to trust their managers to communicate with them at any time. Let’s look at how important trust is in any business.<\/p>\n","protected":false},"author":14,"featured_media":69883,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_jetpack_memberships_contains_paid_content":false,"footnotes":""},"categories":[34,30],"tags":[836],"class_list":["post-87092","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-communication","category-work","tag-conversational-intelligence","","tg-column-two"],"yoast_head":"\nThe Importance of Trust in the Workplace (+ The Effects of Distrust) - Shortform Books<\/title>\n<meta name=\"description\" content=\"Your team can achieve anything when you have a solid foundation of trust. 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