Trust and Psychological Contracts in the Workplace

What would your relationship be like with people who you felt didn't have your best interests at heart? How could you spend your days with these people? More importantly, how could you share a workplace and work together?

Trust is defined as " the willingness to be vulnerable to another's intentions and desires ." Although this definition ignores other dimensions of the concept, it clearly reveals the most important aspect of trust.

The equation in the image provides a simple overview of what trust consists of. To further evaluate trust in both our work and relationships, let's take a closer look at each element of the equation:

The first, and I believe the most important element of natural trust, is vulnerability , which involves making ourselves emotionally vulnerable and therefore accepting the possibility of disappointment, betrayal, and hurt from others. Ultimately, the trust we place in others demonstrates that we lean on them in those areas and accept their support.

The second element, consistency , relates to the other person's predictability. This predictability is achieved by knowing how the other person might react when you do something or whether they'll be there for you when you need them. Therefore, trusting unpredictable people can be quite difficult. Ultimately, would you rather have someone around you who you know will always be there for you when you need them, or who you know will make the effort to be there, or someone you're unsure will be there for you when you need them, or even hear you?

The third element of the equation, closeness , relates to the degree of connection you have with the other person. We all develop some level of closeness with others, whether we realize it or not. Research categorizes interpersonal closeness into five categories.

We might call people we haven't shared the same space with before and are meeting for the first time "strangers," and these people constitute the first stage. The topics we discuss with these people are often superficial and transactional. A good example would be the person you met in the elevator on your first day at work. Once we start meeting strangers regularly in the same environment or seeing them in other settings—in other words, once we develop a common ground—they become acquaintances. Following the previous example, when you see the person you shared the elevator with again after leaving work and realize they work at the same place, they become familiar to you as your "elevator colleague." If you start talking to this colleague in the elevator and sit together at meals, they become close acquaintances and begin to refer to them as "my colleague Ahmet." If you see your colleague Ahmet more often, perhaps share a hobby, go to the same football game, and gradually invest in your relationship, friendship can develop as mutual trust and familiarity begin to develop. After this stage, if you begin to share things about yourself with Ahmet, seek his advice on critical matters, or feel the need to share important events with him, you've become close friends. The higher we are on these five levels, the more positively impacted our level of trust.

The final element that builds trust is self-regard . Self-regard relates to the extent to which the other person prioritizes themselves and how likely they are to think of themselves in your perspective. No matter how close you are to these people, a part of you will always remain questioning. Self-regarding individuals may be willing to help you as long as it suits them, but if a minor situation negatively impacts them, they may directly prioritize their own interests. This creates uncertainty for us and, if excessive, can damage trust.

While trust is valuable and beneficial, not all trust is created equal. Research shows that there are two types of trust we establish in business: practical and emotional trust.

Practical trust is a traditional type of trust that we see particularly readily in business. This trust is based on consistency, punctuality, and completeness. People can trust you with any task, and in return, they know you will not abandon them. In environments where this type of trust is low, communication becomes difficult, and in turn, everyone may feel the need to control one another. Therefore, productivity and innovative behaviors are low in workplaces where practical trust is low.

Emotional trust, on the other hand, is a more delicate form of trust that we experience easily in friendships and family relationships. The development of this trust depends on building a connection, mutual consideration, and respect. This trust, often unconsciously, emerges when we establish meaningful relationships with others and mutual understanding. When you think of the people you consider closest to you in your life, this type of trust likely prevails. We open up more to these individuals, share more intimate aspects, and feel safe in their presence.

So, with all this, what does trust bring us?

Fundamentally , trust supports our psychological well-being . In a time when uncertainty feels like it's surrounding us every day, trust can make us feel better. When we're psychologically comfortable, our self-confidence, creativity, and therefore our well-being increase, resulting in greater happiness and productivity. Rather than feeling alone in the face of all uncertainty, knowing there are others we can lean on can provide psychological relief.

We must remember that trust is not fixed; it is dynamic and subject to change. Those we trust may lose that trust, or it may be rebuilt later.

Trust and psychological contracts in business life

In organizational behavior literature, a psychological contract is defined as an abstract concept that refers to the conscious or unconscious expectations and mutual promises employees make with their organizations. Both employees and organizations make various promises, starting with the hiring process and continuing throughout their working lives. Each of these promises can lead to mutual expectations. For example, an organization promising flexible working hours, a fun work environment, and prioritizing employees' psychological well-being at the start of their employment may be interpreted by employees as creating a psychological contract, and employees will then fulfill these expectations. Failure to meet these expectations can lead to negative attitudinal effects such as dissatisfaction, lack of commitment, and loss of motivation, as well as negative behavioral effects such as slowing down work, taking more breaks, and leaving the job.

At this point, rather than directly engaging in "trust workshops" to foster trust among and among employees , it may be beneficial to be aware of the psychological contracts we create, act fairly and equitably, have transparent communication policies, and monitor the extent to which these are reflected in the employee experience. In corporate life, the changes and strategically developed processes and practices are what truly impact employee psychology and outcomes, while training and workshops are merely supportive.