I’ve been asked to submit my definition of organizational trust for consideration in a publication. While scholars haven’t nailed it down in 20 years. I thought I’d give it a shot based on my research and blog posts. Do you think this captures it? What would you change or add? How could I make it more ‘plain language’? Ah yes, I only have 100 words or less. 🙂 Thanks in advance
“Organizational trust is a positive outcome of relationships, formal and informal mechanisms that exist in an organization to create, promote and preserve goodwill, capability and integrity between people, departments and stakeholders. Extremely dynamic, it moves and changes among people and groups and has an extraordinary generative capacity to build on itself in positive or negative spirals.
Beyond psychological elements of interpersonal trust, organizational trust is created and supported by policies and practices that promote fairness, collaboration, transparent communications, and more. It is shaped by culture, norms and expectations that promote the behaviours that are rewarded and shape the organization’s reputation.”
So… it’s also due later today!
Accolade Communications 
Hi Dominique –
Great summary of the concept – my only suggestion would be to see if you can work in the idea of willingness to show vulnerability as being a symptom of organizational trust?
Kiron
You’re right. Not just a symptom but a key differentiator from cooperation or loyalty. Let’s see if I can work it into the word count!! I do have a pillar article that goes into a ton more detail concision is a challenge here for sure.
Thanks again
I might just suggest adding something active, such as “It is shaped by culture, expectations and actions that are rewarded and shape the organization’s reputation.”
Oh! I love crowd sourcing… such smart people. Thanks Shawn
How’s this?
“Organizational trust is a positive outcome of the formal and informal relationships and mechanisms that exist in an organization to create, promote and preserve goodwill, capability and integrity between people, departments and stakeholders. Extremely dynamic, it moves and changes among people and groups and has extraordinary generative capacity to build on itself – positively or negatively.
Beyond psychological elements of interpersonal trust, organizational trust is created and supported by policies and practices that promote fairness, collaboration, transparent communications and more. It requires equality and vulnerability and is shaped by culture, norms and expectations which determine the behaviours that are rewarded and that shape the organization’s reputation.”