Trust plays a central role in organizational life. It facilitates exchanges among individuals, enhances cooperation and coordination, and contributes to more effective relationships. This volume brings together a cross-disciplinary group of contributors to present some of the latest, most exciting conceptual perspectives in the field and to demonstrate a variety of new methodological approaches to the study of trust. It includes discussions on: the psychological and social antecedents of trust; the effects of social and organizational structures on trust; and the broad effects of trust on organizational functioning.
Chapter 13: Organizational Responses to Crisis: The Centrality of Trust
Organizational Responses to Crisis: The Centrality of Trust
Within this division, there is a real problem with the lower-level people not trusting the people at the top, because the people feel that the management doesn't tell them the truth, doesn't level with them, isn't honest, has a hidden agenda, plays games. I could go on and on. I think it's worse today than I have ever seen it in my 33-year career in this company.
In the latter part of the 20th century, organizational crises have become almost routine. Indeed, crises, most of them caused by humans, are occurring [Page 262]on a scale not previously encountered, either through faulty decisions (Janis, 1989), technological complexities (Perrow, 1984), or ...