EPO Gazette, March edition features an article on page 12f. about organizational trust. "A reader's comment from Wolfram Meyer and Jeremy Scott":
Trust is a very interesting expression. But what do we really mean when we use that word? You know when you have trust; you know when you don’t have trust. Yet, what is trust and how is trust usefully defined in a workplace? Can you build trust when it doesn’t exist? How do you maintain and build upon the trust that exists in your workplace? These are important questions for today’s rapidly changing world. Trust forms the foundation for effective communication, employee retention, employee motivation and contribution of discretionary energy, the extra effort that people voluntarily invest in work. When trust exists in an organisation or in a relationship, almost everything else is easier and more comfortable to achieve.
By reserval the article is an indication of the lack of internal and external trust in the European Patent Organization governance.
The best way to maintain a trusting work environment is to keep from injuring trust in the first place. The integrity of the leadership of the organisation is critical. The honesty and transparency of the communication with staff is also a critical factor. The presence of a strong, unifying mission and vision will also promote a trusting environment. Providing information about the rationale, background, and thought processes behind decisions is another important aspect of maintaining trust. Another is organisational success; people are more apt to trust their competence, contribution, and direction when part of a successful project or organisation.
It reminds me of a discussion about 'leadership'. Unlike in the States you don't make fuzz about leadership in Europe unless there is deep mistrust in the management.
Is there a trade-off between treating employees well and succeeding in business? Modern people-centred management practices can make organisations more successful
