Trust and Total Quality

The total quality approach cannot be successfully imple­mented in an organization that fails to subscribe to high stan­dards of ethical behavior. This is because ethical behavior builds trust, and trust is an essential ingredient in total quality. Consider the various elements of total quality that depend on trust: communication, interpersonal relations, conflict man­agement, problem solving, teamwork, employee involvement and empowerment, and customer focus (see Figure 4.2).

In human communication, receivers accept messages only from senders they trust. In interpersonal relations, trust is the most fundamental element. People who trust each other will be able to get along and work well together even in the worst of circumstances. On the other hand, people who do not trust each other will be unable to get along and work well to­gether even in the best of circumstances. Trust is also a critical element in conflict management. A manager must be trusted by both sides in a human conflict to help resolve the conflict.

For people to put aside their personal agendas and work together as a team, they must trust each other. If even one team member is concerned that another team member is promoting his or her self-interests over those of the team, teamwork will not succeed. Managers will not involve and empower employees unless they trust them.

Ethics plays a critical role in the successful application of total quality. Ethical behavior on the part of the organi­zation is just as important as the behavior of managers and employees. A company that fails to honor warranties, treats employees poorly, or pollutes its community cannot expect employees to disregard the example it sets and promote a trusting environment in the workplace.

If the trust that results from ethical behavior is so impor­tant to total quality, then it follows that modern managers need to be good trust builders. Although it is important that manag­ers be able to establish themselves as trustworthy, that by itself is not enough. Managers in a total quality setting must also be able to build trust in the organization and among its employees.

One of the best ways managers can help build trust is to protect the interests of those who are not present at the mo­ment as if they are. When a manager speaks up for someone who is not present but is being questioned or attacked, em­ployees get the following two simultaneous messages:

  • Talking behind a colleague’s back is not acceptable behavior.
  • If this manager doesn’t let me talk about fellow employees who are absent, he or she won’t let others talk about me when I’m absent.

Knowing they will be included in any conversation that is about them or that affects them builds trust among em­ployees. A sincere apology can also build trust. Managers sometimes make mistakes or do things that hurt employees. Making excuses, pointing the finger of blame at someone else, or ignoring the situation only exacerbates it. By simply and sincerely saying “This is my fault; I’m sorry,” managers can build trust even when they have made mistakes.

Keeping promises is another way managers can build trust. Dependability builds trust. It is human nature to want to be able to depend on what others tell us. Promises in the workplace often take the form of deadlines. A deadline promised should be a deadline kept. Regardless of the type of promises made, managers and employees in a total quality setting should keep them and expect others to do the same. It is easier to trust people who are dependable, even when we don’t agree with them, than it is to trust someone who is not dependable. “Be a person of your word” is a good rule of thumb to follow when trying to build trust.

In attempting to build trust in the workplace, manag­ers should take the initiative, even though in a total quality setting trust building and other tasks necessary for success in the intensely competitive global marketplace are the re­sponsibility of everyone. Managers should not sit back and expect trust building to just happen. Their role is to get things moving and to “stir the pot” as necessary to keep things moving.

Motivating employees and continually developing their job skills are important responsibilities of managers in a total quality setting. Managers who are not trusted will be ineffective at fulfilling these responsibilities. This is because employees must trust that they, as well as the organization, will benefit from new skills before they are willing to apply themselves to developing the skills.

Source: Goetsch David L., Davis Stanley B. (2016), Quality Management for organizational excellence introduction to total Quality, Pearson; 8th edition.

One thought on “Trust and Total Quality

  1. marizon ilogert says:

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