Are You Part of a Trusting Team?

Many of us shy away from conflict in the workplace, opting for consensus to resolve debated issues. However, not all conflicts are detrimental.

While interpersonal conflicts can be toxic, fostering competition and political tensions, confrontations of opposing opinions are sometimes necessary and crucial for making the right decisions. Consider the "Bay of Pigs" incident in 1961, where the failure of the US attack on Fidel Castro's forces was attributed to groupthink – the absence of experts willing to challenge the consensus. Entering conflict productively without alienating colleagues requires a foundation of trust.

What is trust really?

Trust in the workplace often translates to "reliability" – predicting behaviour based on previous experience. Yet, for conflict to be productive, we need a different kind of trust: the belief that team members have good intentions and pose no interpersonal threat – a vulnerability-based trust. Unfortunately, this trust may be missing in today's competitive, politically charged, and scarcity-driven work environments.

The consequences of failing to build interpersonal trust are significant. Teams lacking trust invest excessive time and energy in managing politics, they fear meetings, shy away from risks, hide mistakes, and hesitate to seek help.

Leader must go first

As leaders, we play a crucial role in fostering the right kind of trust within a team. One way for the leader is to go first. To create the environment conductive to interpersonal trust, leader must demonstrate vulnerability by disclosing some weaknesses and interpersonal challenges, mistakes, and asking for help. Another option is acknowledging that conflict and debates are productive is also essential, although many teams tend to avoid them at all costs.

The bonus: productive debates make meetings something to look forward to!

How about your team? Is conflict still a taboo, or do you regularly engage in passionate debate?