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Trusting are all those decisions which strengthen an organisation in their competence to handle complexity. In this context complexity means three things:

  1. The readiness to tolerate ambiguity and multiple meanings. Therefore, there is always more than one correct solutions, which can’t then be worked upon with unambiguousness (=regulation). One needs trust, as one cannot resolve whose opinion counts and which information is decisive.
  2. Complexity makes it probable that the future will be different from the present. Trusting is the assumption that everyone (independently) will find an answer to unknown new events, to which all will want to contribute.
  3. Complexity always goes hand in hand with a lack of information and thus, nevertheless, needs the ability to be able to decide. Whoever must act with insufficient information, will produce unexpected results (=mistakes, deviations), because he will not know what is useful or good. He is therefore dependent upon others to trust, rather than seeing this as intentional.

Thus, trusting decisions are the most powerful actions of high complexity. In particular, they are also meaningful when,

  • unfavourable future developments are possible, but cannot be ruled out,
  • speed is necessary,
  • feeling free, and the actions of others, are necessary, so that they can accomplish the task set and

control would be too laborious.