Abstract
There is ongoing concern among managers and students: how could teams deal with trust? Is trust assumed or have to be earned among the team members? What’s the root origin of doubt end how could team members overcome? Trust forms the backbone of any relationship and cannot be limited only to interpersonal relationships. When it comes to team play, trust is the key component to keep the team together and work towards achieving the same objectives and goals in the most effective and efficient manner. In case there is no trust, the relationship cannot sustain itself as the fear of being cheated, let down, exploited will always continue to play an integral role even if in the sub-conscious mind. The moment there is a breach of trust by any team member, the team is likely to start splitting up, performing much below capabilities or just cease to exist. The basis of any for any set of people to come together to be a team is usually trust and a common shared vision, in the absence of which its each man for himself.
Managing Trust
According to Stephen (2008), Trust is key to healthy relationships and superior results, and yet we tend to take trust for granted at least until the trust account gets dangerously low. We then become painfully aware of the fruits of low trust suspicion, procrastination, doubt, litigation, lies, and stained relationships. Beyond its social virtue, trust affects all groups and teams activities, relationships and decision making. Any social group or team couldn’t grow without having built their relationship on a the solid rock of trust; trust is not automatically assume it’s a social value and virtue all team members should perpetually and constantly conquer, to strength the group and found motivations achieving together common goals.
Stephen (2008) says trust is a competency that you can develop, as you develop trust you accelerate improvement; high trust positively changes the trajectory of every other competency,...