They spot conflicts and raise confrontations as caringly as they can, opening doors of communications relevant to the problem-solving needs of the group. They do not necessarily become more open to sharing personal issues of little relevance to group tasks, but they take risks on behalf of the overall good of the team. Congestion and blocking are reduced. Caution is less necessary. As trust grows, fear-barriers that prevent candor and openness drop away.
People become more expressive, energetic, frank, impulsive, and spontaneous.
Having a true understanding of the people in the team, their wants, strengths, and dreams - is especially important where the team has some discretion in formulating purpose, developing goals, or figuring out the best use of member resources in order to get the job done. Developing acceptance and high level of trust makes it possible to know more about members and their feelings at a deeper level. The open flow of information is particularly important in generating a project which will truly integrate the interests and needs of team members. Hasty acceptance of the first goal or project proposal in the wind in a major downfall of many teams. It isn't until the team knows or can trust its members to share how intrinsically interesting alternative projects would be that the group has a basis for constructing truly satisfying projects.