"Without trust, employeeshavelittle interestin beingcreative,taking risks and collaborating.

That generative power begins to wane and performance is diminished. However, trust can be
rebuilt after it's been broken. Indeed, both facets - building and breaking - are necessary and
natural!n all relationships."

By DennisS. Reinaand Introduction - building and breaking - are necessary

Michelle L. Reina and natural in all relationships. Trust,
Parallelctothe emerging field of Positive betrayal and rebuilding trust go hand-in-
Organizational Psychology,which focuses hand for developingsustainable
trust.
on optimal individual psychological states,
is the field of Positive Organizational A Trust Rebuilding Example
Practice which centers on optimal
leadership and management practices Sandra, a customer service manager of
that create the best of human conditions a telecommunications firm, thought she
in working environments. Positive was operating with the best interests of the
organizational practitioners recognize company in mind. Yet at a meeting of her
that business is conducted through management team Sandra'sboss did not
relationships. And trust is the foundation support her. In fact, he belittled her with
of those relationships. his unfounded remarks. Sandra was upset,
Trust is the critical ingredient and but said nothing to her boss in her defense.
trustworthiness is the descriptive word After the meeting, she quickly left the room
that helps to define authentic leadership. feeling quite defeated.
Trust is the basis for effective leadership The next day Sandratook a risk. She
and for relationships in the workplace, knew she could be fired for speaking up.
and it is those relationships that produce Yet she also knew she had to do something
extraordinary organizational regeneration and do it soon! After a sleeplessnight
and renewal. worrying, Sandra walked into her boss's
Yet in today's business world there is office and asked if they could talk. She told
a wide variety of dynamics constantly at her boss her side of the story: that she felt
play that challenge trust at several levels. misunderstood and betrayed by her boss's
Mergers and acquisitions, downsizing, comments and actions the day before and
change initiatives ad infinitum, high speed- that her boss's comments were not justified.
to-market demands, outpacing workforce The two of them talked the situation
education, tight controls on information through. The boss admitted the mistake
sharing - these workplace dynamics call he made, and Sandra took responsibility
trust into question. When trust erodes, for her part. Both talked about what they
relationships are compromised and people would do to prevent misunderstanding in
shut down, pull back, and hesitate to the future. Sandra and her boss were able to
engage. Without trust, employees have restore trust and confidence in each other,
little interest in being creative, taking and in their relationship.
risks and collaborating. That generative In working through the issues and
power begins to wane and performance is restoring trust in her relationship with
diminished. However, trust can be rebuilt her boss, Sandra was able to refocus on
after it's been broken. Indeed, both facets accomplishing the tasks of her job, instead

~6 Vol.~9 NO.1 2007

OD PRACTITIONER
 FIGURE1: The ReinaTrust & Betrayal Model@
Transactional Trust

of worrying aboutwhethershehad one. aspromisedand Transactional Trust is:

Takingthe time to build and maintain trust ultimately it costthe ~ Reciprocal ("Got to give it to get it")

in the workplaceallowsemployeesto focus companyits speed-

~ Created incrementally (step by step)
their energieson what they arethereto do to-marketadvantage Three Typesof Transactional Trust:
andwant to do. and its competitive
Wehavedevelopeda Trust & Betrayal position.
Model (Reina,D.S.& Reina,M.R., 2006) "Trust of Character"
thatprovidesa roadmap
for building Communication
E:'-;~bli~hbo;;~d~ri~~
sustainabletrust. It is sustainabletrust Trust "Trust of Capabilily"
0

0 Delegateappropriately
.
that cultivatesan environmentwherethe Trustinfluences 0 Encouragemutually

possibilitiesfor positiveorganizational communication .. Allow people to make decisions

involve others and seek their inpnt
0

0
serving intentions
Keep agreements
Be consistent
practicecanbe realized.The model offers and communication
a lens with which to focusdirectlyon influences
supporting"...the bestin people,their trust. Sharing
organizations,and the relevantworld information, /'
aroundthem (Cooperrider,D.L. & Whitney, telling the truth,
"Tnut of Disclosure"
D.2000,S). and speakingwith . Shareinformation. Give and receiveconstructive feedback
. Tell tbe truth . Maintain confidentiality
good purpose . Admit mistakes. Speakwith good purpose
What Builds Trust areexamplesof
behaviors that create @199S"2007
Dennis S. Reina,PhD& Michelle L. Reina,PhD.
th f b ,'. "" ., All rightsreserved.
Noduplicationpermitted.Excerpted
fromTrust& BetrayollntheWorkplace:
At e core 0 trust wIding IS ralsmg Commumcation Building
Effective
Relationships
in Your
Organization.
2nded.,(Berrett-Koehler)
people'sconsciousness of what trust means Trust.When
and the behaviorsthat build it. Providing present,workersfeel safeto askquestions, In summary, Contractual Trust sets
a commonlanguageof trust puts workers honestlyspeaktheir minds, challenge the tone for engagement and direction
on the samepageand cultivatesshared assumptions,raiseissues,giveand receive and shapesroles and responsibilities.
understandingthat supportsconstructive feedback,or acknowledgethat they don't Communication Trust establishes
discussionand actionplanning.A understandand seekhelp. information flow and how people talk
behavioralconstructof trust is essentialto Our researchin overonehundred with one another. CompetenceTrustallows
its sustainability. organizations,using trust measuring individuals to leverage and further develop
We call trust TransactionalTrust surveys,hasfound that gossipis the skills, abilities, and knowledge. Everyonein
becauseit is an exchangeand it providesa number onekiller of Communication an organization is responsible for building
foundationfor effectiverelationshipsand Trust. Nine out of ten peoplein the trust.
work results(seeFigure1). workplaceexperiencethis particularbreach
of trust that createsdamagedrelationships When Trust is Broken
Contractual Trust and an unhealthy culture.
Contractual trust implies mutual We all experience the building and
understanding between people; each Competence Trust breaking of trust in personal and work
will do what they say they will do. Those responsible for implementing relationships. Trust may break in an
Managing expectations, encouraging change need to be involved in designing instant or gradually erode. We define
mutually-serving intentions and keeping the change. Minimally, their input needs betrayal as the breach of trust or the
agreements are examples of behaviors that to be sought. When a leader seeks an perception of a breach occurring along
build contractual trust. When practiced, employee's input the leader demonstrates a continuum from major to minor;
employees understand what is expected trust in that individual and the employee's intentional or unintentional (seeFigure
of them, roles and responsibilities are confidence in his or her own competence 2). Major betrayals often occur suddenly
clear, promises are kept or renegotiated; is nurtured. Trust in the leader is extended and have significant effects. In the work
individuals collaborate freely, depend on in return. setting, major unintentional betrayal,
each other, and perform consistently. Competence Trust is compromised in particular, is often a by-product of
, When staff members focus on through micromanagement and the failure change such as mergers, acquisitions and
themselves and lose sight of others, to delegate. Both are oppressive and cause restructuring, resulting in the loss of "life"
agreements may not be kept. Failure people to question their sense of belonging. in the organization as people once knew
to keep agreements breaks down As a result, workers don't feel free to use it. In these instances, employees often feel
collaboration and affects others' ability their knowledge and they feel discounted betrayed becauseof how the change was
to deliver. One of our clients, a global IT and robbed of opportunities to grow and managed, rather than becausethe change
leadership team, repeatedly failed to deliver develop. occurred.

Building SustainableTrust 37
 FIGURE2: The Reina Trust & Betrayal Model@

!!~yal
> A breach of trust
.. or the perception of a breach
From major to minor
Intentionally or unintentionally
hurt me, I will hurt
you. Othersseek
the systemand the resultinglosses.The
failure of managementto acknowledge
waysto healfrom the lossof relationshipand connection
their pain and be during changeis a painful betrayalthat
Tr-ansformative motivatedby the workersexperience.Whenthey observe
Trust
desireto learn, grow perceivedbetrayaland givevoiceto the
and gain from the experiencedloss,and associated feelings
losses. of vulnerability,doubt and confusion,they
/ sendthe messagethat staff do count,and
Rebuilding
Trust thattheyarebeingheardandarereceiving
attention.
Criticalto It is commonfor leadersto slip
sustainingtrust is into justification,rationalizationand
the ability to rebuild explanationof the businessneedswhen
~ it. This requires respondingto the lossof trust. This view
healing.A mistake is irresponsible.Peopleexperiencethis
9;
Betrayal leadersmakeduring tendencyasfailing to heartheir views
THE BETRAYAL CONTINUUM
changeis to assume and asinsensitive.As a result,they feel
that oncebroken, discounted,diminished,and invisible.
trust maybe re-
establishedon its 2. Allow feelingsto surface.
own, overtime. This GivePeoplePermission to ExpressTheir
view is unrealistic, Concerns, Issues,
and Feelingsin a
irresponsibleand ConstructiveManner.During change,
compromises employeesoften feel anxiousand
- the leader's vulnerable.Theywonderif they have
@199S-2007DennisS. Reina.PhD& Michelle l. Reina.PhD. trustw rth. h t .t t k t b ful. th
Allrightsreserved.
Noduplication
permitted.
Excerpted
fromTrust& Bet",yalln
theWorkplace: 0 mess. w a 1 a es 0 e success m e new
Building
Effective
Relationships
in Your
Organization.
2nded..(Berrett-Koehler) The Seven Steps environment, questioning their own
for Healinghelps trustworthiness.Createsafeforums
Manyassumethat major betrayals guide peoplethrough the pain of betrayal suchasopendialogue,focusgroupsthat
contributemost to erodingtrust. We to rebuild trust and renewthe spirit of allow workersto expresstheir fear,anger,
havefound quite the opposite.Trust is relationship(see
brokenin subtlewayseveryday.When Figure3).
peoplefail to deliveraspromised,take FIGURE3: The ReinaTrust & Betrayal Model@
creditfor another'swork, look out only I. Observeand Seven Steps for Healing
for themselves,neglectto collaborate acknowledgewhat
in decisionsand spin the truth, trust hashappened.
is broken.Whenthesebreachesget Startwith Awareness.
overlooked,go unaddressedor are justified Assess theHealthof
away,theyaccumulate,havingthe same YourOrganization.
effectsasmajor betrayal- disappointment, Noticewhat leaders
Forgive yourself
let down,frustration,doubt,confusionand and employeesare and others
pain. experiencingand
Observe and ack;:;~
When feelingbetrayedpeople acknowledgeit. I

what has hapnened

losefocus,questiontheir placein the Payattentionto the
I Take
organization,doubt their competenceand subtleand not so I responsibility
their oWntrustworthinessand withdraw subtlebehaviors
thei]jefforts. Passionis lost. Workersfeel that arebuilding
hopeless,helplessand out of control.While and breaking
IR~ir~;;;e the
theyoften do not havecontrol overthe trust. Healing Icxnerienee
changesand decisionsthat createdistrust, beginswhen we
theycertainlyhavecontrol overhow they acknowledgewhat
respond.Somechooseto remain bitter, hasoccurred,the Dennis S. Reina, PhD & Michelle L. Reina,PhD.
@1995-2007
All rights reserved.No duplication permitted. Excerptedfrom Trust& Betrayal In the Workplace:
resentful,angryand evenvengeful- you affecton people, Building EffectiveRelationshipsin YourOrganization,2nd ed., (Berrett-Koehler)

38 Vol.39 NO.1
OD PRACTITIONER 2007

~
 TRUSTTIPS

WeAre Inclined to Trust People...

frustration and doubts. Doing so helps » Who are self-aware

them begin to let go of the negativity they » Who takeresponsibilityfor their role in the relationship
are holding. freeing up that energy for » Who demonstratethat they considerthe bestinterestsof othersratherthan
rebuilding relationships and returning just themselves
their focus to performance. » Who do what they say they will do
Help PeopleVerbalizeTheir Pain. » Who practicethe valuesthey tell us areimportant to them
Sometimes employees have pain they are » Who arewilling to recognizeand considerboth sidesof the story
afraid of or feel unable to share. When » Who listen and respondto our needsand interests
we give our attention to supporting them, » Who arewilling to think aboutwhat they haveto giveaswell aswhat they
we let them know that we respect their hope to receive
pain. In healing, the leader's role is to
We Are Not Inclined to Trust People...
listen, observe, and acknowledge. This is
difficult work, but necessaryfor rebuilding » Whom we experienceasselfishand self-absorbed
relationships. When the expression of » Who do not demonstratean interestin the needsof others
feelings is not supported, feelings go » Who arenot willing to acceptresponsibilityfor their actions
underground and give birth to lingering » Who gossip/talkaboutothersbehind their backs
resentment and a climate of entitlement. » Who blame others without looking at their role in the experience
This creates an internal paralysis » Who makesnapjudgmentsand draw conclusionsbeforehearingall the
and blocks shared responsibility and information
accountability. When in pain. workers do » Who are not open and receptive to the ideas and views of others; people who
not care about the business needs until it consistently feel that they know all the answers and their way is the only way
is clear that the business cares about them, and the right way
their needs and their well-being. » Who changethe rules all the time
» Who areinconsistentin their behaviorsowe don't know what to expectfrom
3. Get support. one interaction to the next
RecognizePeople'sNeeds.Employees have » Who distort the truth by omitting information for their own purpose
needs that must be met before rebuilding
~-
can occur. During transition, people
have informational needs regarding the a releasing quality when people shift an awarenessand understanding of the
organization's direction and strategy, from finger pointing to seeking to bigger picture leading to renewed hope for
and relationship needs associatedwith understand; from judgment and criticism trusting relationships and their place in
belonging to the organization, and their to considering extenuating circumstances; the organization. When in pain it is easy
role in it. They need to know the playing from abdication of responsibility to to criticize and judge another for what one
field, what they can and cannot expect. problem solving and taking responsibility; perceives they have done wrong. Through
Give Support!Another common from loss to possibilities. inquiry workers become more aware of
mistake leaders make is failing to seek how they are responding to betrayal. With
support for themselves and for their 4. Reframe the experience. heightened awarenessand consciousness
employees during challenging times. They Put the Experience into a Larger Context. of their own behavior, staff members have
get caught up with the assumption that "we Reframing is an important part of the the opportunity to behave differently and
can manageon our own." Rebuilding trust healing process becausepeople can use move more deeply through the healing
is hard work. Leaders and their employees their hurt and pain as stepping stones process.
can not do it alone. They need support to for growth, development and life Help PeopleRealizeThereAre Choices.
fully understand what occurred, its effects, enrichment. Workers are supported to When feeling vulnerable due to change,
and actions that are necessaryto move reframe their experience by engaging employees may believe they are at the
through the healing process. It is through in the bigger picture, reflecting on extenu- mercy of the forces of change. When
support that betrayal may be used as a ating circumstances, noticing the reframing the experience, consider that
stepping stone for growth, innovation, business reasons for change, and explor- while workers do not have control over
shared responsibility and accountability for ing opportunities that the changes what has occurred, they do have control
the very outcomes change was intended to over how they choose to respond.
present.
deliver. Engagein Inquiry. Healing is a process
Something quite powerful occurs of inquiry and occurs when people are 5. Take responsibility.
when the breach of trust is truthfully provided with an opportunity to have TakeResponsibilityfor One'sRole.It is
acknowledged. Not twisted, justified or their questions answered. Responding not helpful to spin the truth or to cover
defended, but acknowledged. There is to questions honestly gives employees up mistakes contributing to perceived

Building SustainableTrust 39
 betrayal. People see right through it and
trust is further diminished. People take
responsibility when they acknowledge
their mistakes or oversights. Telling
the truth, without justification and
rationalization, demonstrates a leader's
trustworthiness and exposesvulnerability.
Doing so makes it safe for others to
exposetheir vulnerability, seek support
and take responsibility for their behavior.
Sometimes three simple words, "I am
sorry," reflect taking responsibility and go a
long way to rebuilding trust.
Help Others TakeResponsibility for Their
Role.Trust begets trust and betrayal begets
betrayal. The more aware people are that
they choose their actions, the more able
they are to take responsibility for their
behavior and the results it generates. It
is necessaryto question assumptions,
examine behaviors and to reflect on
how one is building or breaking trust.
Employees in pain tend to blame their
leaders, as well as to behave in ways that
further contribute to betrayal. They need
help to see their role. While people may not
have control over what happened, they do
have control over how they respond. Even
though they have been betrayed, it does not
justify betraying in return.
Make Amendsand Return with
Dividends.In the workplace, it is the
leader's role to break the chain of betrayal
and reverse the accumulative pattern of
distrust. Becauseactions speak louder
than words, the leaders need to take the
first step in mending fences with their
employees. Rebuilding trust does not
simply mean giving back what was taken
away. It means returning something in
better shape than it was originally and it
means strengthening relationships and
enhancing the culture. In making amends
truth-telling is essential. People need to
honestly know the realities of the situation
and what their leaders can and cannot take
responsibility for and therefore, what they
can expect.
Manage Expectations.Future betrayals
associatedwith change are managed
by continually clarifying expectations.
Workers want to know what is expectedof
them and what they can expect in return.
Sustaining trust requires negotiating when

40 OD PRACTITIONERVol. 39 NO.1 2007

expectationsand agreementscannotbe healing,trustworthyenvironmentwhere
fulfilled aswell asleadersbeing receptiveto forgivenesstakesplace.Theymay do this
enteringinto suchnegotiations.Doing so by helping peopleshift from blaming the
doesnot meanthat peoplewill alwaysget organizationto focusingon addressing
their way.However,clarity of expectations individual needsasthey pertainto their
will result, agreementswill be kept, truths rolesand the needsof the business.To do
will be told and trust will be built. so,leadersmust considerwhat employees
KeepPromises.Sustainingtrust needto resolveissues,concerns,fears
requiresthat peopleknow that promises and pain. Theymust payattentionto
madewill be kept. Leadersand their conversationsthat needto occurand listen
employeesneedto be mindful of what they for what needsto be said.Leadersmaybe
promise.Sustainingtrust requiresthat guidedby insight into what canmakea
leadersdo not makepromisestheyknow differenceright now.
theycan'tkeepin the spirit of winning
approvalor looking good.Doing so sets 7. Let go and moveon.
oneselfup for failure and the breachof AcceptWhatis So.Acceptanceis not
trust. When one realizespromisescannot condoningwhat wasdonebut experiencing
be kept, admitting the oversightand the reality of what happenedwithout
renegotiatingan agreementis essential. denying,disowning,or resentingit - facing
the truth without blame.Peopleaccept businessresults.Building sustainabletrust
6. Forgive yourself and others. what is sowhen they separatethemselves requirestwo leadershipqualities:Intention
RecognizeThat Forgiveness Is Freedom. from their preoccupationfrom the pastand to integrateinto one'sbusinesspractices
Forgivenessis a gift we give ourselves. investtheir emotionalenergiesin creating certaintrust-building strategiesand
Anger, bitterness, and resentment a different future. Onethat is trustworthy. commitmentto utilizing thesestrategies
deplete people's energy and interfere Takethe Timeand Makethe evenaftertrust hasbeenbroken.Trustis
with relationships and performance. Commitment. When trust is lost, it is sustainedwhen the organizationand its
When organizations help individuals regainedonly by a sincerededication employeesarecommittedto practicing
forgive, they help them free themselves. to the keybehaviorsand practicesthat TransactionalTrust.Relationshipsare
With forgiveness, they heal their future earnedit in the first place.The journey honoredand the behaviorsof eachtype
by changing their attitude about the backto trusting is not an easyone. of transactionaltrust areconsciously
past. Forgivenesshelps people see new However,by listening,telling the truth, and consistentlypracticed.Leadersand
possibilities. giving the benefitof the doubt, seekingto employeesstriveto minimize betrayals.
For most people, forgiveness takes understandand practicingTransactional When peoplemakea consciouschoiceto
time, and happens gradually. Over time Trustbehaviorspeoplewill find their way. work through betrayals,treatingthem as
employees may be willing to forgive, but Individualsmay be guidedby their good- opportunitiesto strengtheninterpersonal
they can not expect to forget. Leaders faith effort and by keepingtheir intentions relationshipsand organizational
can help their staff members heal from honorable.Peoplewill not alwaysagree effectiveness and efficiency,sustainable
the pain they felt, but they cannot erase or be aligned,but they may do sowith trust is created.
the events of the past. Employees may honestyand integrity.
occasionally feel a twinge of pain after While not easy,rebuilding trust is References
they have forgiven. It is natural for there essential.The costof not doing so is too
to be lingering pain for perceived wrong high to be ignored.Bybeing self aware Cooperrider, D.L. and Whitney, D. 2000
doings. However, through forgiveness, the and choosingto practicetrust building (5) "A positive revolution in change:
lingering pain will likely not have such a behaviors,leaderscanplay an instrumental Appreciative Inquiry." In Cooperrider,
charge that it evokes negative behavior. role in supportingemployeesto healfrom D.L., Sorenson, P.F., Whitney, D. &
Shijt from Blaming to Focusingon betrayal,to rebuild and sustaintrust and Yaeger,T.F. (Eds.) Appreciativeinquiry
Needs.It is important to address persistent renewrelationships. (pp. 3-28). Champaign, IL: Stipes.)
resentment and finger pointing, as they are Reina, D.S., & Reina, M.L. (2006).
toxic to individuals and the entire system. Summary Trust and betrayalin the workplace:
They undermine morale, productivity, Building effectiverelationshipsin your
innovation, engagement and erode trust. Trust influences the positive psychology organization, 2nd ed. San Francisco:
Forgiveness is a personal matter. As such, of an organization's culture, and supports Berrett Koehler.
it is difficult for people to forgive a system. the organization in dealing with change.
However, leaders can help cultivate a It also affects the behaviors that drive.

Building SustainableTrust 41