1. Some suspicion is often well-founded in competitive organizations; as in the course of unforeseeable political circumstances, the cost of misplaced trust can have a disastrous effect, 2. In a potentially uncertain, dangerous and risky environment we need to know very well who we can and who we cannot trust and in which circumstances we can do what . Moreover, it is essential to see the necessity of being aware of potential dangers. The essence of trust management is not only to trust but to decide to what extent we can trust-- and how to create and develop trusting relationships. When we are in the situation of trust deficit a climate of resignation ensues. It brings on consternation and makes it hard to concentrate on agreed targets. We tend naturally to limit mentioned these effects . Then we create "trust substitutes to counteract the climate of uncertainty generated by these effects  .(Sztompka, 1998, 2007) These equivalents of trust are as follows: Application Trust management needs to be put in practice. The strategy that leads to this is trust building. The rules of trust creation refer to rules and guidelines which have a far- reaching influence on the formation and development of trust. Trust building is the kind of the management strategy because it is strongly focused not only on the present, but first of all on the future cooperation. The 18 rules of trust building are as follows: 1. Self-trust is a critical factor in trust creating. 2. Waiting till other people will prove their own trustworthiness is inadequate (not enough). 3. Trust creating and building is very long process and can be destroyed in one moment. 4. You will not build trust if you treat it as mean to the target. 5. We cannot build trust without taking into consideration the values. 6. Trust is often invisible. 7. Trust demands engagements. 8. Trust relies usually on reciprocal relations. 9. Trust opens possibilities which in other cases are not possible. 10. Trust changes in time. 11. We ought to avoid substitutes of trust. 12. We ought to avoid the games of the authority. 13. We ought to build the culture of high trust in the organization. 14. We ought to avoid the continuous choke of conflicts. 15. We ought to care for the concordance, avoid the strategy of the fraud (falsifying, concealing), double meanings) in the communication processes. 16. We ought to reduce the uncertainty. 17. We ought to remember that observable behaviors determine „only the tip of the iceberg”. 18. We ought to treat other people honestly and justly. The level of trust determines not only our individual development, but above everything else it fosters the social and economic evolution of the whole communities. Therefore, trust management is the best solution to develop. However, it is possible only when we act in the atmosphere of trust where trust culture in commonly acceptable and required by every member of the society.
1. Some suspicion is often well-founded in competitive organizations; as in the course of unforeseeable political circumstances, the cost of misplaced trust can have a disastrous effect, 2. In a potentially uncertain, dangerous and risky environment people need to know very well who can be trusted and under what circumstances . Moreover, it is essential to see the necessity of being aware of potential dangers. The essence of trust management is not only to trust but to decide to what extent to trust-- and how to create and develop trusting relationships. When there is a trust deficit a climate of resignation ensues. It brings on consternation and makes it hard to concentrate on agreed targets. People tend naturally to limit these effects and create "trust substitutes to counteract the climate of uncertainty generated by these effects " .(Sztompka, 1998, 2007) These equivalents of trust are as follows: Application Trust management needs to be put in practice. The strategy that leads to this is trust building. The rules of trust creation refer to rules and guidelines which have a far- reaching influence on the formation and development of trust. Trust building is the kind of the management strategy because it is strongly focused not only on the present, but first of all on the future cooperation. The level of trust determines not only individual development, but above everything else it fosters the social and economic evolution of the whole communities. Therefore, trust management is the best solution to develop. However, it is possible only when people act in the atmosphere of trust where trust culture in commonly acceptable and required by every member of the society.
R
we
people
R
we can and who we cannot trust and in which circumstances we can do what
can be trusted and under what circumstances
R
we can
to
R
we are in the situation of
there is a
R
We
People
R
mentioned these effects . Then we
these effects and
A
"
D
The 18 rules of trust building are as follows:
D
1. Self-trust is a critical factor in trust creating. 2. Waiting till other people will prove their own trustworthiness is inadequate (not enough). 3. Trust creating and building is very long process and can be destroyed in one moment. 4. You will not build trust if you treat it as mean to the target. 5. We cannot build trust without taking into consideration the values. 6. Trust is often invisible. 7. Trust demands engagements. 8. Trust relies usually on reciprocal relations. 9. Trust opens possibilities which in other cases are not possible. 10. Trust changes in time. 11. We ought to avoid substitutes of trust. 12. We ought to avoid the games of the authority. 13. We ought to build the culture of high trust in the organization. 14. We ought to avoid the continuous choke of conflicts. 15. We ought to care for the concordance, avoid the strategy of the fraud (falsifying, concealing), double meanings) in the communication processes. 16. We ought to reduce the uncertainty. 17. We ought to remember that observable behaviors determine „only the tip of the iceberg”. 18. We ought to treat other people honestly and justly.
D
our
R
we
people