The decision to trust : how leaders create high-trust organizations / Robert F. Hurley.
"A proven model to create high-performing, high-trust organizations Globally, there has been a decline in trust over the past few decades, and only a third of Americans believe they can trust the government, big business, and large institutions. In The Decision to Trust, Robert Hurley explains...
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Full Text (via O'Reilly/Safari) |
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| Format: | eBook |
| Language: | English |
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San Francisco, CA :
Jossey-Bass,
©2012.
|
| Edition: | 1st ed. |
| Subjects: |
MARC
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| 100 | 1 | |a Hurley, Robert F., |d 1956- |1 https://id.oclc.org/worldcat/entity/E39PCjCkTthd6rvRfhXP6TvQWP | |
| 245 | 1 | 4 | |a The decision to trust : |b how leaders create high-trust organizations / |c Robert F. Hurley. |
| 250 | |a 1st ed. | ||
| 260 | |a San Francisco, CA : |b Jossey-Bass, |c ©2012. | ||
| 300 | |a 1 online resource (viii, 245 pages) : |b illustrations | ||
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| 520 | |a "A proven model to create high-performing, high-trust organizations Globally, there has been a decline in trust over the past few decades, and only a third of Americans believe they can trust the government, big business, and large institutions. In The Decision to Trust, Robert Hurley explains how this new culture of cynicism and distrust creates many problems, and why it is almost impossible to manage an organization well if its people do not trust one another. High-performing, world-class companies are almost always high-trust environments. Without this elusive, important ingredient, companies cannot attract or retain top talent. In this book, Hurley reveals a new model to measure and repair trust with colleagues managers and employees. Outlines a proven Decision to Trust Model (DTM) of ten factors that establish whether or not one party will trust the other Filled with original examples from Daimler, PriceWaterhouse Coopers, Goldman Sachs, Microsoft, QuikTrip, General Electric, Procter and Gamble, AzKoNobel, Johnson and Johnson, Whole Foods, and ZapposReveals how leaders in Asia, Europe, and North America have used the DTM to build high-trust organizations Covering trust building in teams, across functions, within organizations and across national cultures, The Decision to Trust shows how any organization can improve trust and the bottom line"--Provided by publisher | ||
| 504 | |a Includes bibliographical references and index. | ||
| 505 | 0 | 0 | |t Praise for The Decision to Trust -- |t Introduction -- |t Chapter One: The Decision to Trust -- |t A Deeper Look into the Decision to Trust -- |t The State of Trust over Time -- |t Making Sense of the Decline in Trust -- |t The Implications of the Decline in Trust -- |t Chapter Two: The Decision to Trust Model -- |t Ten Essential Elements of Trust -- |t Testing the DTM -- |t Trust and Ethics -- |t Chapter Three: How We Differ in Trusting -- |t Risk Tolerance and Trust -- |t Psychological Adjustment and Trust -- |t Power and Trust -- |t Influencing the Disposition to Trust. |
| 505 | 0 | 0 | |t Chapter Four: Situational Factors in the Building of TrustSecurity and Trust -- |t Similarities and Trust -- |t Alignment of Interests and Trust -- |t Benevolent Concern and Trust -- |t Capability and Trust -- |t Predictability, Integrity, and Trust -- |t Communication and Trust -- |t Chapter Five: Tools for Diagnosing, Building, and Repairing Trust -- |t Trust Building -- |t Repairing Trust -- |t Mind-Set and Skills for Trust Building -- |t Larger-Scale Betrayal and Repair -- |t Chapter Six: Trust in Leadership and Management -- |t Build Risk Tolerance in the Face of Growing Risk -- |t Inspire Self-Confidence, Especially in Low-Adjustment People. |
| 505 | 0 | 0 | |t Balance Out Inequities Where You Have All the PowerAdd Security to Insecure Circumstances -- |t Cultivate Similarities and Shared Values in a Diverse Workplace -- |t Keep Interests Aligned amid Competing and Conflicting Loyalties -- |t Demonstrate Benevolence in a Bottom-Line World -- |t Prove and Improve Your Capability in an Age of Complexity -- |t Practice Predictability and Integrity in a Sea of Uncertainty -- |t Communicate, Communicate, Communicate -- |t Chapter Seven: Trust in Organizations -- |t Building Organizational Trust -- |t Embedding Elements of the DTM into the Organization -- |t Chapter Eight: Building Trust Within Teams. |
| 505 | 0 | 0 | |t Types of Teams and Forms of TrustThe DTM Factors Most Critical to Trust Within Teams -- |t Chapter Nine: Building Trust Across Groups and National Cultures -- |t Collaboration, Trust, and Performance -- |t DTM Factors Most Critical to Trust Across Groups -- |t Trust Across National Cultures -- |t The DTM Factors Most Critical to Trust Across National Cultures -- |t Chapter Ten: Hope for the Future of Trust -- |t Improving Trustors -- |t Improving Trustees -- |t Engineering Trust into Organizational Systems -- |t The Future -- |g Appendix A. |t : Research on the Antecedents to Trust -- |g Appendix B. |t : Trust Diagnosis Worksheet. |
| 505 | 0 | 0 | |g Appendix C. |t : Trust InterventionsAppendix D: Systemic Trust Interventions -- |t Notes -- |t Introduction -- |g 1. -- |g 2. -- |g 3. -- |g 4. -- |g 5. -- |g 6. -- |g 7. -- |g 8. -- |g 9. -- |g 10. |
| 650 | 0 | |a Trust. | |
| 650 | 0 | |a Leadership. | |
| 650 | 0 | |a Trust |v Case studies. | |
| 650 | 0 | |a Confidence. | |
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| 650 | 7 | |a Leadership |2 fast | |
| 650 | 7 | |a Trust |2 fast | |
| 655 | 7 | |a Case studies |2 fast | |
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