Trust in Work Teams an Integrative Review Multilevel Model and Future Directions

The research is articulate: Highly constructive teams bulldoze organizational performance.¹ When a highly effective squad comes together to accomplish a goal, the unique skills and characteristics of each team member work together in concert to produce work that no person could achieve alone. The astronauts of Apollo 11 worked together to country on the moon, and famous bands such equally the Beatles and the Rolling Stones collaborated to produce music that will never be forgotten. While these examples of teams made great achievements, many teams fail to be successful.

Patrick Lencioni'south famous model of the 5 dysfunctions of a team seeks to explain what might cause a team to struggle to succeed. Lencioni proposes that, at the about fundamental level, an absence of trust tin can lead to serious issues in a squad.^two Research has confirmed this repeatedly.ⁱⁱⁱ Amidst other things, a lack of trust can lead to a loss of task satisfaction and poor advice at the private level, as well as low squad commitment and performance at the squad level.⁴ Therefore, team trust has ramifications across the team.

While research has proven this, the importance of trust within a squad is an intuitive concept. A person who does not trust their teammates might be less likely to share new ideas, accomplish out for support, engage in productive conflict, or to rely on others to make contributions. This behavior volition inevitably hinder team performance. Teams whose members are afraid to share new ideas, for example, volition have a hard time coming upwardly with innovative solutions for challenging problems.

Given the importance of team trust, hither are 3 ways that yous tin ameliorate trust within your team.

Consider Hogan Scales

Scores on the Hogan personality assessments can provide insight into potential barriers for edifice trust within teams. For example, individuals with high scores on the Skeptical scale of the Hogan Development Survey (HDS) can be less likely to trust others. When they're under stress or not self-monitoring, they might assume others have ulterior motives. Providing this insight to individuals who score high on the Skeptical scale tin be a first pace to fight against the tendency to shut others out and develop a program to help them foster trust.

While Skeptical is a proficient case of a scale that tin can be used to build trust, several other scales can be used to help build team trust as well. Notably, these include the HDS Assuming scale, which measures the tendency to resist feedback and appear arrogant, and the HDS Excitable scale, which measures the trend to appear temperamental and critical when under stress.

Gear up Recurring Meetings

Trust is built over fourth dimension and cannot happen when squad members aren't interacting. Setting up recurring meetings for the team to communicate can help build trust. Sharing updates on work projects might can allow for team members to collaborate and share expertise, which aids in building trust. In add-on, socializing might aid foster a culture of vulnerability, which can also assist to build trust.

Model Transparency

Mistakes happen, and everyone on the team volition inevitably make them. To leverage these mistakes for trust building, demonstrate and encourage transparency. Sharing mistakes equally a leader sets the stage for the rest of your team to follow suit. As squad members start to share mistakes, others tin offer encouragement, support, and help when appropriate. Over time, a culture of transparency will brainstorm to develop, which is disquisitional for developing team trust.

While considering Hogan scales, setting recurring meetings, and modeling transparency are important for building team trust, these are non ane-off solutions. Creating a program for implementing these practices and adhering to them is necessary. Failure to follow through will inappreciably impact team trust in a positive way, and then developing a plan and having the squad hold itself accountable is crucial when implementing these practices. For sustainable change, consistency is key.

References

1. Richter, A. W., Dawson, J. F., & Due west, M. A. (2011). The Effectiveness of Teams in Organizations: A Meta-Analysis. The International Periodical of Human Resource Management, 22(13), 2749–2769. doi.org/10.1080/09585192.2011.573971
2. Lencioni, P. (2002). The Five Dysfunctions of a Team: A Leadership Legend. Jossey-Bass.
3. De Jong, B. A., Dirks, Grand. T., & Gillespie, Due north. (2016). Trust and Team Performance: A Meta-Assay of Main Effects, Moderators, and Covariates. Journal of Applied Psychology, 101(8), 1134–1150. doi.org/10.1037/apl0000110
4. Costa, A. C., Fulmer, C. A., & Anderson, North. R. (2017). Trust in Work Teams: An Integrative Review, Multilevel Model, and Future Directions. Journal of Organizational Behavior, 39(2), 169–184. doi.org/x.1002/job.2213

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