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The Dangers of Trust

That trust is dangerous is already known in folklore. But why and for what reason exactly? And what are the specifics in organisations?

When organisations place trust in systems (i.e. parts of themselves), or in individuals, they take the inevitable risk that the success of those activities, which were put in the care of the trusted individual or system, will only arise in the future. The time span until the result is bridged by trust and, therefore, complexity is reduced. For the moment they do not have to worry about it any further.

This also provides a clue for the danger potential. Whilst making decisions based upon trust, the organisation must also decide at what moment the trust should be interrupted and the interim or end position should be discussed. If this is not part of the decision, then they are threatened, either with (premature or constant) demands, which, accordingly, strain trust, or a separation, which leads to an individual doing his own thing without coordination.

Organisations must, therefore, continuously manage the counter-balance of trust structures and coordination requirements with careful consideration. Only then can an organisation utilise trust and control sensibly.