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Trust, Effectiveness, and Organizational Development: A Field Study in R & D

Hampshire College, Amherst, Massachusetts.

Albert H. Rubenstein

Department of Industrial Engineering and Management Sciences; Northwestern University.

Trust and organizational development in research and development laboratories were studied, using a multiple time-series, natural quasi-experimental research design. Nine focal groups from three organizations, each with five to 10 members, participated in the project. Most individuals completed two batteries of questionnaires several months apart. Two hypotheses were supported. First, the more an individual trusts his workgroup and the more he generally trusts others with whom he interacts during his work, the greater will be his self-actualization. Second, a "proper" organizational development program will increase an individual's feelings of trust toward his own group and toward others, while maintaining awareness of the demands of his tasks. A third hypothesis received mixed support: the more the members of a group trust that group, and the more they generally trust others with whom they interact during their work, the more effective the group will be in its goal accomplishment. From this mixed support, it appears likely that the organizations in this study had conflicts between the norms of self-reliance and obedience.

The Journal of Applied Behavioral Science, Vol. 9, No. 4, 498-513 (1973)
DOI: 10.1177/002188637300900409


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