1. Inspiring trust through your own behavior
Presented by Kimberly A. Moriconi, M.S. Organizational Development Psychology

2. topics Definition of trust Why is trust important
Concerns surrounding building trust
Behaviors that cause mistrust
Strategies to develop trust
Organizational citizenship behaviors (Individual and Organizational)
What to do should you betray a trust
What are managers really thinking when they complete your evaluation

3. Definition of trust
Trust is a multifaceted concept that captures ones faith or belief in the integrity or reliability of another person or thing (De Janasz, Dowd, & Schneider, 2012, p. 35)

4. Brain Warm up Think of an individual you trust
List two reasons you trust this person
List two behaviors you need this person to exhibit to maintain your trust

5. Why is trust important Promotes cooperation*
Promotes effective team work*
Can lead to enhanced organizational performance*
*=(De Janasz et al., 2012)

6. Concerns about building trust
Risks involved*
Inability to monitor or control the other party*
Individual perception*
Situational*
* = (De Janasz et al., 2012)

7. Behaviors that cause mistrust
Disruptive behaviors*
Mismanagement of differences*
Closed and non-collaborative climate*
Incivility**
Aggressiveness**
Obstructionism**
Overt Aggressiveness**
* = (De Janasz et al., 2012)
** = (Greenberg, 2011)

8. Strategies to develop trust
Be trusting and demonstrate your support for others*
Promote cooperation*
Review goals and gain commitment to common actions*
Establish credibility by making sure actions match your words*
Always meet deadlines*
Follow through as promised*
Share your personal values and goals with others*
Give people a chance to express themselves without judgment*
Keep confidences
* = (Greenberg, 2011)

9. Organizational Citizenship Behavior (OCB-O)
A behavior that goes beyond what is formally expected and contributes to the well-being of an organization*
* = (Greenberg, 2011)

10. Organizational Citizenship Behavior (OCB – i)
Helping coworkers in ways that go beyond what is expected*
* = (Greenberg, 2011)

11. Specific forms and examples of organizational citizenship behavior
Form of OCB
Examples
Altruism
Helping a coworker with a project
Switching vacation dates with another at his or her request
Volunteering
Conscientiousness
Never missing a day of work
Coming to work early if needed
Not spending time on personal calls
Civic Virtue
Attending voluntary meetings and functions
Keeping up with new information
Sportsmanship
Making do without complaint
Not finding fault with the organization
Courtesy
“Turning the other cheek” to avoid problems
Not “blowing up” when provoked
Table retrieved from (Greenberg, 2011, p. 383)

12. Should you betray a trust
Apologize sincerely for your actions and explain your actions *
Repeat actions on slide seven
* = (Levi, 2011, p. 101)

13. What are supervisors thinking when they complete your evaluation?
Research suggests individuals believe organizational citizenship behavior should count toward performance evaluations *
Men believe it should contribute 30 percent toward overall ratings; women believe it should be 50 percent*
* = (Johnson, 2001)

14. Cooling down and moving on
Think of an individual you mistrust
List two reason why you mistrust this person
List two behaviors you have learned today that you need this person to exhibit to gain your trust
List two behaviors you have learned today that you can exhibit to begin developing a trusting relationship with this person

15. Quick review Definition of trust Why is trust important
Concerns surrounding building trust
Behaviors that cause mistrust
Strategies to develop trust
Organizational citizenship behaviors (Individual and Organizational)
What to do should you betray a trust
What are managers really thinking when they complete your evaluation

16. references
De Janasz, S. C., Dowd, K. O., & Schneider, B. Z. (2012). Interpersonal skills in organizations (4 ed.). New York, NY: McGraw-Hill.
Greenberg, J. (2011). Behavior in Organizations (10th ed.). Upper Saddle River, New Jersey: Prentice Hall.
Johnson, J. (2001). The relative importance of task and contextual performance dimensions to supervisor judgments of overall performance. Journal of Applied Psychology, 86,
Levi, D. (2011). Group dynamics for teams (3rd ed.). Thousand Oaks, CA: SAGE