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The connection between values and trust levels

When values are specified and agreed, people know what to expect and the level of trust in the organisations goes up enormously. Values allow people to challenge behaviours that do not match those specified in the agreed Value Statements. In this way people can keep each other honest.

Recent research has shown that trust has a far greater influence over the fortunes and failures of companies from day-to-day and year than the official hierarchy.

In high trust organisations, transaction costs are far lower. For example, if people in different departments or regions (say, marketing and sales, or Asia and Europe) feel enough trust to speak candidly together about their impressions of the market, and the quality of work processes, and the way to improve work, then they have much more opportunity to innovate and think together.

The organisation chart basically shows you the formal rules. But to understand the organisation and how it actually works, you need to understand the human network and values.

The form and substance of trust in an organisation is as palatable and influencial on performance as a magnetic field is on a cluster of lime filings.

Companies can exert far greater control over their competitiveness and their future than most researchers have ever thought possible, by putting the right people in the right places and fostering new opportunities for them to talk to each other.

Value Statement are used to test all business decisions against. They also serve as a measure of acceptable behaviour and desired characteristics.

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