LEADER 03009nam 2200661Ia 450 001 9910814185603321 005 20200520144314.0 010 $a1-118-13188-6 010 $a1-283-28440-5 010 $a9786613284402 010 $a1-118-13186-X 035 $a(CKB)2550000000054392 035 $a(EBL)697742 035 $a(OCoLC)761284092 035 $a(SSID)ssj0000554594 035 $a(PQKBManifestationID)12270513 035 $a(PQKBTitleCode)TC0000554594 035 $a(PQKBWorkID)10517342 035 $a(PQKB)10776686 035 $a(Au-PeEL)EBL697742 035 $a(CaPaEBR)ebr10501335 035 $a(CaONFJC)MIL328440 035 $a(CaSebORM)9781118072646 035 $a(MiAaPQ)EBC697742 035 $a(OCoLC)795820072 035 $a(OCoLC)ocn795820072 035 $a(EXLCZ)992550000000054392 100 $a20110715d2012 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 14$aThe decision to trust $ehow leaders create high-trust organizations /$fRobert F. Hurley 205 $a1st ed. 210 $aSan Francisco $cJossey-Bass$dc2012 215 $a1 online resource (258 p.) 300 $aDescription based upon print version of record. 311 $a1-118-07264-2 320 $aIncludes bibliographical references and index. 327 $aThe Decision to Trust; Contents; Introduction; 1 The Decision to Trust; 2 The Decision to Trust Model; 3 How We Differ in Trusting; 4 Situational Factors in the Building of Trust; 5 Tools for Diagnosing, Building, and Repairing Trust; 6 Trust in Leadership and Management; 7 Trust in Organizations; 8 Building Trust Within Teams; 9 Building Trust Across Groups and National Cultures; 10 Hope for the Future of Trust; Appendix A-Research on the Antecedents to Trust; Appendix B-Trust Diagnosis Worksheet; Appendix C-Trust Interventions; Appendix D-Systemic Trust Interventions; Notes; Acknowledgments 327 $aAbout the AuthorIndex 330 $aA proven model to create high-performing, high-trust organizations Globally, there has been a decline in trust over the past few decades, and only a third of Americans believe they can trust the government, big business, and large institutions. In The Decision to Trust, Robert Hurley explains how this new culture of cynicism and distrust creates many problems, and why it is almost impossible to manage an organization well if its people do not trust one another. High-performing, world-class companies are almost always high-trust environments. Without this elusive, important ingr 606 $aTrust 606 $aLeadership 606 $aTrust$vCase studies 615 0$aTrust. 615 0$aLeadership. 615 0$aTrust 676 $a658.4/092 700 $aHurley$b Robert F.$f1956-$01642465 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910814185603321 996 $aThe decision to trust$93987187 997 $aUNINA