Introduction

Trust is a factor that influences people’s day-to-day lives as it is vital in the completion of goals and it influences the working conditions in organizations. Thus, people undergo several stages in order to develop trust with their working partners, which mean that it is essential for people to strive and achieve a genuine working relationship. Hurley (2006) points out that a working environment, which has low levels of trust, is characterized by stress, divisive politics, tension, and unproductivity and these explains reasons why high levels of trust should be cultivated as it results in a productive, comfortable, and motivating environment. This is true in relation to my working environment where my boss strives to maintain a good relationship and aligns with all the worker’s interests.

This paper engages the article “The Decision to Trust” in its arguments.

Firstly, the article’s success is visible through its comparison of environments that are characterized by high and low levels of trust. Hurley (2006) asserts that an environment, which has high levels of trust forms a good working environment. This statement is true as all members of staff form a team, which every member contributes in one way or another. As a vice principal of a K-12 public school, I must concur with Hurley’s statement as high levels of trust have ensured the success of our endeavours as a team. Notably, trust in our working environment has instilled a motivating environment whereby everyone enjoys what he or she does and I like going to work as my colleagues are like a family to me.

The second success of the article depicts where the author incorporates the model for trust. A critical point under the model of trust is the level of adjustment. As a vice principal of a K-12 public school, this factor influenced my promotion. It is true as Hurley (2006) points out that this is a critical factor when it comes to delegation of work as individuals that are less confident will not be comfortable in delegating work to their juniors in a work environment. Thus, the author scored in outlining levels of adjustment as one of the key factors under the model of trust.

Alignment of interests, which also falls under the trust model by the author also depicts the success of the author in tackling the issue of trust. Motives come into play under this point because people working under an individual will want to be sure that the leader has their interest at heart. As the vice principal of a K-12 public school, I would second this point as it is essential to take a keen interest in the staff’s concern. When the staff members raise matters that are of significance to them, it is courteous to factor the matters as they contribute to their overall performance.

However, alignment of interests should not be confused with benevolent concern despite their close relationship, which emanates from getting involved with other people’s issues. Thus, benevolent concern also outlines the success of the author as he points out that it contributes in building trust between executives and juniors. In relation to my position as a vice principal of a K-12 public school, I encounter situations where new staff members depict fear to serve under my leadership. In order to help them over come their fear, I usually try to involve such members in many functions that are under my jurisdiction for the purpose of getting us more acquainted.

In conclusion, trust influences working relationships significantly and; thus, a need to cultivate it by all means. Hurley (2006) points out that, without trust, a working environment is coupled with  tension and unproductiveness, which affect the achievement of goals significantly. Some of the strengths of the article include alignment of interests and benevolent concern, which have contributed positively to my career as they have enabled me to take my colleagues interests at heart and build trust between me and my staff respectively. Thus, the article is a general success.

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