MGT 521 Management
June 15, 2010
Dr. Michael A. Barker SPHR
How Trust Affects Interpersonal Relationships
Teck-Hua Hohas, with Haas School of Business, University of California, Berkeley, California, and Keith Weigelt, with The Wharton School, University of Pennsylvania, Philadelphia, Pennsylvania conducted a laboratory investigation entitled Trust Building Among Strangers, (MANAGEMENT SCIENCE, Vol. 51, No. 4, April 2005, pp. 519–530, issn 0025-1909 eissn 1526-5501 05 5104 0519). The article directly relates to the experience of working within a newly established learning team, and establishing trust among team members. The laboratory based investigation was structured in the form of a multistage game entitled: The Trust Building Game (Ho & Weigelt, 2005), whereas the players had to opportunity to achieve social gains only if the players trust each other in each stage, without knowing the identity of the other players. The theory of the game ‘assumes all players are opportunistic and untrustworthy and thus should zero trust for others’ (Ho & Weigelt, 2005). Trust Building Game (Ho & Weigelt, 2005) examines how the intentions of those who trust others affect credibility, if people are trusting or trustworthiness, and the evolution of trust.
The question was asked: “When working in teams, is trust assumed or do team members have to earn trust?” (MGT 521 Management Course Syllabus, University of Phoenix, 2010, p 14). The concept of trust, especially among strangers was viewed by social sciences, psychologist, sociologist, and economists. Their opinions varied from some psychologists viewing trust as being ‘the hallmark of social adjustment (Gurtman 1992) and that without it neuroses prevail.’ (Ho & Weigelt, 2005), to some economists viewing trust ‘rationally and posit people only trust when it pays them to do so’ (Ho & Weigelt, 2005), (Camerer and Weigelt 1988, Berg et...