Trust is the “bedrock of the Army Profession and the bedrock of our relationship with the American people”. Internal, external, and ethical civil-military relationships make the trust the essential components of the Army Profession of Arms. Internal trust is the “reliance on the character, competence, and commitment of Army
In the military, trust both in terms of character and competence is considered the starting point. The start point of their working relationship is competency-trust and on character-trust beyond the commonly held ideas of service, national pride, commitment, and professionalism. When comparing trust in competence and trust in character a reflective analysis suggests one can trust people in some areas and not in others. When interpreting, thinking, and judgment are applied, one may be able to explain much more clearly the differences that context and situation play in the decision to discuss competence-or character-trust.
Knowing where you fit within your organization, along with the level of professional trust that has been built is critical in fostering a climate of trust throughout the entire organization. In the case of Central High these trust based relational roles were not built or clearly defined and therefore not effectively used throughout the district in their time of crisis. By applying the basic components of organization trust (Mishra, 1996; Tschannen-Moran & Hoy, 1998, 2000) from the superintendent on down to the school based leader, the incident could have had a different conclusion. This case study will provide an outline of the crisis at Central High, and how the response to this incident could be improved by using a research based organizational trust framework.
Individuals working for a corporation or business can lose their self-awareness or individual identity as they gain the social identity of the group they belong to. When the individual is part of a larger group/company they may feel less individual responsibility and more of a
Group think According to Janis, who coined the term; groupthink “occurs when a group makes faulty decisions because group pressures lead to a deterioration of mental efficiency, reality testing, and moral judgment” (1972, p. 9) further group think often leads to a decrease in the mental efficacy perception of reality and moral judgement, as personages find themselves in a group system that seeks high cohesion and unanimity which delimits the motivation of the individual to realistically appraise alternate courses of action (Janis, 1972). A common trait of a collective experiencing this phenomenon, is an inclination to take irrational decision making in addition to members of the group being similar in background and further being insulated from external insight. Comparably the singularity of groupthink is present in the film 12 Angry Men, and appears anecdotally, early on the film, present in the expected unanimous vote of ‘guilty,’ that will send the defendant to the electric chair. Invulnerability Literature surrounding the concept of group think is greatly rooted in the writings of Janis.
Trust is what makes the world go round. Without trust, people wouldn’t know how to live. Sometimes trust can cause a person’s downfall. In Macbeth, trust fools plenty of citizens in Scotland. Although some people may become skeptical too quickly, people should be careful who they trust because people can have bad intentions and betray each other no matter what.
What comes through the literature is the ease with which trust appears to be broken during periods of tension, challenge and change. Brewster and Railsback (2003:23) highlight some of the common barriers to developing and maintaining trusting relationships such as ‘ineffective communication’ and ‘lack of follow-through’. Unsurprisingly then, where there is mistrust between staff, the process of reclaiming it is often very
“The myth of the management team”. Mostly teams in business tend to avoid anything that may damage their image. They put stop to opposition and if there is any disagreement in a team it is stem down to as a team’s joint disagreement rather than a personal difference of opinion. Argyris (1982) terms this occurrence as “skilled incompetence” as even in situations where we feel uncertain or ignorant, we make an effort to not appear uncertain or ignorant. We feel ashamed to admit what we do not know and this very acts bars us from learning anything new.
People can mess up once by trusting them and that one bad decision can ruin the rest of their life. There are many examples of this shown through history. The Trojans let their guard down and trusted a big hollow wooden horse at their gates and brought it in like it was a lost little puppy. However the horse was all an act to kill all the Trojans and for the Greeks to win the war.
Whether formal related to work or school, or informal close friends or family. The effect of being part of a group can in many ways influence our behavior and performance. In my professional career, I worked in groups that were efficient in completing tasks, projects, and provided innovative solutions to problems. Notwithstanding, it is not without its unique challenges to ensure the groups are effective.
After individual piece of work they were joined in two kinds of groups and they had to discuss and give an answer. The members of the first type of groups knew their teammates from common places like fraternity or sorority. The group of the second type was created from three people who were familiar with each other and one stranger. Cooperation in the first type of groups was smoother and their decisions about mystery were more confident than in the groups of the second type. Their work felt easier in comparison to the groups of other kind.
However, we tend to realize the problem after long securitization, unable to recognize potential issues right after the action which might be devastating especially in interpersonal relationships. We can improve this by reflecting on past events to prepare ourselves for similar situations in the future. This equips us with the ability to prepare for problems instantaneously to shorten the time for the situation to deteriorate. We are capable of managing personnel resources, delegating work based on each person’s forte. However, we have only managed smaller groups, causing us to be overwhelmed when managing larger ones.
Violence was a common element in the Eleventh century Muslim countries. In Maalouf’s Samarkand, violence culminated public life, whereby the public condemned liberal thought. Any person who went against the socially accepted way of life, in these Muslim countries, faced a probable risk of violence. The authority, including the public condemned Omar Al Khaiyyam, and subsequent labeled him an infidel because, in his Rubaiyat ridiculed Islamic faith. In Fight Club, Chuck Palahniuk explores the theme of violence through chaotic events.