Among Kakao's representative organizational cultures, there is a culture called trust/conflict/commitment. It is easy to think that the three operate independently, but in fact, they operate sequentially. To explain in more detail, it is as follows.
1.
In a state where the members of the organization (krew) trust each other
2.
We come up with the best goal by clashing with each other's differences and opinions without reservation.
3.
Everyone is wholeheartedly committed to that goal.
Everything starts with mutual trust. This is especially true in high-performance organizations, and it is true not only in collaboration, but also in our society and various fields such as finance and law. From a leader's perspective, it increases the productivity, job satisfaction, and work autonomy of members, and reduces the desire to change jobs. In addition, a company that has gained the trust of customers can increase customer loyalty and sales, and when there is trust between the negotiating parties, the possibility of reaching a value-creating agreement increases.
So how do you gain trust?
The neurobiological underpinnings of trust were a mystery until recently. But two decades of research have taught us why we trust strangers, how leaders’ behavior undermines trust, and how neuroscience insights can help build trust among colleagues and drive corporate profits.
The human brain has two unique neurological features compared to other animals. The first is related to the outer cortex of the brain, which is responsible for insight, planning, abstract thinking, and the ability to think from the perspective of others. This ability allows us to anticipate other people's behavior and adjust our behavior accordingly. In other words, we have the ability to think from the perspective of others.
The second is empathy, which involves a neurochemical called oxytocin. Oxytocin allows us to share emotions and enhances social interactions. Oxytocin is abundant in the prefrontal cortex of our brain and reduces anxiety when we are with others, promoting cooperation and interaction. In addition, oxytocin regulates dopamine and promotes bonding and cooperation .
I understand the reverse motive, but what about oxytocin?
Oxytocin is usually known to be released when you see something lovely, are in a relationship, or have sex. This is not wrong, but it is not necessarily released only in such situations. Oxytocin is released in situations that are more static and stable than you might think, so much so that it is called a bonding hormone.
Activities that release oxytocin
Spending time with a close friend (even if you don't do anything, just chatting or being still together)
It seems like a time to reflect and look back on oneself, such as meditation and yoga.
Listening to conversations, hugging, cooking and sharing, etc.
Raising pets, participating in volunteer activities, etc.
To build this trust, you can use habits. You can activate the brain networks you want through habits to build trust. This will take at least 90 days . You need to conduct research to measure and improve trust within your organization, and find ways to build trust through habits.
Of course, there are ways to break trust.
Fear and dominance are among the factors that destroy trust. Fear may work in the short term, but it is counterproductive in the long term. Dominant behavior also destroys trust. This behavior causes stress in employees and reduces the secretion of oxytocin, which weakens cooperation and trust.
Why does this behavior occur? When testosterone increases, people believe they are attractive and socially powerful. When oxytocin levels in the brain decrease, empathy and the desire to cooperate decrease. Moreover, testosterone-induced aggression is contagious, inhibiting oxytocin levels and reducing trust in teammates. Even relatively calm and intellectual situations, such as winning a chess match, increase testosterone. So you can imagine how much of a hormone surge a boss who has just closed a multimillion-dollar deal would experience.
Let's measure trust
Trust plays a key role in business and human relationships. Trust can be used as a tool to measure and improve trustworthiness, and it can be built through habits. Research has shown that trust has a direct impact on sales, which can be used to build trust within an organization and improve business performance.
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Trust Measurement The first step to assessing trust in an organization is to measure its current state. You can survey employees’ job satisfaction by asking questions such as, “On a 7-point scale, how much do you enjoy your daily job?” You can also measure brain activity related to trust, such as oxytocin and dopamine, to get a more accurate picture of the level of trust in an organization.
2.
Improving organizational culture To increase trust within an organization, you need to improve the organizational culture. If your score is low, you need to make efforts to change and improve the organizational culture. To improve the organizational culture, you can consider the following:
3.
Identify areas for improvement and set goals. Drive culture through leadership and management. Encourage open communication with your employees and embrace feedback.
4.
Organizational Trust Survey Evaluation If you want to measure organizational trust in more detail, you can use a professional survey assessment tool. For example, you can use the survey assessment provided by __T25_____ , which quantitatively evaluates eight behaviors to evaluate organizational trust.
It is important to form habits to build and maintain trust. Habits activate the brain's default pathways and help build trust. Remember, it takes at least 90 days to form a habit.
Develop habits that build mutual trust within your team.
Regularly repeat behaviors that build trust with your team members.
Develop habits that increase your team's productivity and build trust with your clients.
Trust within an organization is critical to the success and productivity of the organization. By actively applying the steps and habits outlined above, you will be able to build and maintain trust within your organization.
They don’t believe the truth~
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