Trust

What is trust? A fundamental value? A moral virtue? A communication capital? The foundation of every relationship? Or an individual and social necessity? Is trust a zero-one concept or a spectrum category? Can it be categorized in different areas or not? Does it have a single definition? These and many other questions that have been raised for us show that trust is a category that must be tried to understand deeply and is worth it.

A seemingly simple word that we all think we know and know well. But according to our lived experience, it is one of the most important and fundamental taboos of human, organizational and social relationships, and great theorists, experts and thinkers have also addressed it. As Roma companions know, our effort is in the direction of development and the part we focus on is organizational. What we say when we talk about organizational culture, structure and team building, and even interpersonal relationships, is actually based on a root that we call trust. A term that has broad dimensions in our study:

On the one hand, it has a social and cultural aspect that even has a profound impact on the effectiveness of governance and is considered a social capital or asset. Francis Fukuyama points out that governments and organizations can help improve the economy and social welfare by strengthening a culture of trust through education and appropriate policies. In short, he introduces trust as a social asset that facilitates interactions and economic development. He shows that trust is one of the fundamental foundations for the success of advanced societies and economies and recommends that societies should strive to expand public trust in society by creating common norms and strengthening social virtues, as this helps to strengthen cooperation, reduce costs and increase economic welfare.

The other aspect is the psychological dimension that has a deep and underlying effect and footprint in interpersonal and even intrapersonal relationships. For example, Julian Rutter, with his theories on social learning and internal and external control, has examined how people trust others based on past experiences and their expectations. Interpersonal trust, as a vital element in social and organizational interactions, is formed through past experiences and individual expectations and can be one of the key factors in creating positive relationships and effective cooperation in organizations.

Of course, in organizations, the impact of trust will not be limited to this, and trust and organizational culture have a profound two-way effect on each other. On the one hand, if trust is not formed, a culture that provides the basis for empathy and harmony and development and prosperity will not be created, and on the other hand, trust itself must be a part of the culture that creates it. When trust exists in an organization, positive and constructive behaviors are encouraged in the organization, which gradually leads to the formation and strengthening of organizational culture. Mayer, Davis, and Schoorman present a model in their important article that helps to better understand trust in organizations. They emphasize the importance of competence, benevolence, and honesty as key factors in building trust and show how trust can influence behaviors and interactions in organizations. This model is still used as one of the main models for studying trust in organizations and helps organizations better understand how they can strengthen trust between managers and employees and what factors should be considered. By focusing on developing skills, showing benevolence, and practicing ethical principles, managers can increase the level of trust in the organization and facilitate the improvement of the overall performance of the organization.

Here the role of the leader and leaders is highlighted again. They play a very important role in creating and maintaining organizational trust and can strengthen trust in the organization through their behaviors, such as honesty, transparency, responsiveness, and attention to the needs of people. Various studies and books show that trust in leaders not only improves interactions and internal relationships in the organization, but also increases the productivity and overall performance of the organization.

Overall, and taking into account the above, we can conclude that addressing trust and striving to understand it deeply and as accurately as possible is not only essential and fundamental, but also a gift that we can give ourselves. In our opinion, trust is a gift that we need to understand in order to benefit from it. In the ninth event of the Trace, and as in the style of Trace events, by inviting experts and specialists from different walks of life, we will try to shed light on the different dimensions of this phenomenon and provide a space for thinking about it together. The invitation to the ninth event is an invitation to think about a gift, a fundamental value, a virtue, an asset, and a deep meaning.

Date and method of participation in the conference

The time of this event is Thursday, the 29th of Khordad (29 Khordad 1404), and its pre-registration will begin in Bahman 1403 and will continue until the end of Esfand.

Then registration will begin with the announcement of the names of the speakers in Farvardin 1404 and will continue until Ordibehesht. The late registration phase for those who are unable to plan in advance will be from 1st to 24th of Khordad 1404.

Please call 09203511025 for early registration and pre-registration and to benefit from a special discount, or to support this event.

Hope to see you at the 9th Etemad Footsteps event