Building trust across cultures

Trust is seen as one of the most important, though most elusive

notions in management today. Moreover, trust across cultures is
especially difficult given the strains of geographical distance and
diversity. To build trust across cultures, it is both necessary to
pinpoint a series of trust criteria and to understand how different
cultures perceive trust.

The criteria for trust

There are ten criteria for building trust which can be broken down into two categories: swift trust and deep trust.

Swift trust
These criteria are particularly pertinent to short term and remote projects.

Competence
Team members are competent and so will not let me down.

Openness with information

Team members share information important to the team proactively and clearly.

Being reciprocal
Other group members are trusting and cooperative toward me.

Integrity
Other group members maintain promises and behave toward me in accordance with a moral code.

Deep trust
These criteria are more valid for longer, more complex projects.

Accessibility
Other team members share their true feelings and I can relate to them at a personal level.

Inclusion
Other team members are team oriented and include me in their social and work activities.

Security
The feeling that I have nothing to fear from the other members of the group.

Compatibility
Based on background, values, interests and objectives held in common.

Benevolence
Based on the belief that other team members are concerned about my welfare.

Predictability
The behavior of team members is consistent over time and different contexts.
All of these criteria are important but different cultures tend to give more emphasis to some rather than others.
If the trust criteria are not aligned early on within the team then this can lead to misunderstandings and breakdowns
in relationships, especially at times when the pressure is on and the project is not meeting with success.

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How different cultures trust
Universalism versus Particularism
There are two parameters for analyzing cultural difference at work: Universalism and Particularism.

Universalism
• Trust placed in systems and models
• Emphasis on assigning people to tasks
• Fair and consistent behavior
• Communication would be transparent and simplified
• A preference for aiming for similarity of opinion and encouraging linking elements together
• Emphasis on convincing others by facts
• Believing in management as a science.

Particularism
• Trust placed in networks of relationships
• Emphasis on assigning tasks to people
• Adapt behavior to particular circumstances and requirements
• Expressing exceptions and differences
• Emphasis on convincing others by opinions
• Believing in management as an art.

Cultural orientations
Anglo-Saxon and Northern European countries are broadly more Universalist in their approach compared to
countries in Southern Europe, South America, the Middle East and Africa. However, it is important to emphasize
that no culture or individual is totally Universalist or Particularist in approach. If professionals have been brought
up in a predominantly Universalist or Particularist culture, however, they will believe that this is the ‘right’ basis for
approaching a whole range of issues. In looking at both approaches, you will be in a better position to predict the
potential causes of tension when these beliefs and behaviors are in conflict.

Encouraging trust in teams

There are 6 essential ways on how to encourage trust. Understanding what is required for trust to be created and
sustained in international teams, can make the difference between a high performance team and a dysfunctional one.
• I create an atmosphere where people in the team can be candid and open.
• I make constant efforts to understand the priorities and interests of my team.
• I am recognized as someone who can openly admit mistakes and apologize.
• I never dominate meetings because of my enthusiasm or desire to move things forward.
• I am aware how different members of my team have differing requirements to trust me and other members.
• I encourage a session to bring out the needs, priorities and concerns of each member in the context of their own
local situation.

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