Low Risk Tolerance High Low Adjustment High Low

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Low Risk Tolerance High Low Adjustment High Low Power High Low Situational Security High

Low Risk Tolerance High Low Adjustment High Low Power High Low Situational Security High Not Apparent Conflicting Not Demonstrated Similarities Apparent Interests Benevolent Concern Trustor Factors Aligned Demonstrated Low Capability High Low Predictability/Integrity High Poor Communication Good Distrusting Choice Situational Factors Trusting Choice Figure 2. 1 The Decision to Trust Model The Decision to TRUST: How LEADERS Create High-Trust Organizations, Robert F. Hurley, Copyright © 2012 by Robert F. Hurley. All rights reserved.

A poor communication ery ecov Perceived betrayal Reco very oppo rtuni ty nity u

A poor communication ery ecov Perceived betrayal Reco very oppo rtuni ty nity u t r o p op R Further breakdown in communication Figure 2. 2 Miscommunication and Distrust The Decision to TRUST: How LEADERS Create High-Trust Organizations, Robert F. Hurley, Copyright © 2012 by Robert F. Hurley. All rights reserved.

Actual Trustworthiness High Low Missed Opportunity Error Appropriate Caution Appropriate Reliance and Delegation Excess

Actual Trustworthiness High Low Missed Opportunity Error Appropriate Caution Appropriate Reliance and Delegation Excess Risk and Vulnerability Error Low High Degree of Trust Figure 2. 3 Aligning Trust and Trustworthiness The Decision to TRUST: How LEADERS Create High-Trust Organizations, Robert F. Hurley, Copyright © 2012 by Robert F. Hurley. All rights reserved.

Risk Tolerance Low Adjustment Low Power Low Situational Security Low Similarities Few Interests Conflicting

Risk Tolerance Low Adjustment Low Power Low Situational Security Low Similarities Few Interests Conflicting X Aligned Benevolent Concern Not Demonstrated X Demonstrated Capability Low X High Predictability/ Integrity Low X High Communication Poor High X Joe High X Many X X Situational Joe - Sue Factors Good Trusting Choice ing Distrust Choice Figure 2. 4 Trust Analysis: Joe and Sue The Decision to TRUST: How LEADERS Create High-Trust Organizations, Robert F. Hurley, Copyright © 2012 by Robert F. Hurley. All rights reserved.

Risk Tolerance Low Adjustment Low Power Low Situational Security Low Similarities Few Interests Conflicting

Risk Tolerance Low Adjustment Low Power Low Situational Security Low Similarities Few Interests Conflicting Benevolent Concern Not Demonstrated Capability Low Predictability/ Integrity Low High X X High Many X Communication Poor Joe X Aligned X Demonstrated X X High X Good X X X Distrusting Choice Situational Joe – Sue Factors Trusting Choice Figure 2. 5 Trust Interventions: Joe and Sue The Decision to TRUST: How LEADERS Create High-Trust Organizations, Robert F. Hurley, Copyright © 2012 by Robert F. Hurley. All rights reserved.

CULTURAL ADJUSTMENT CULTURAL ADJUSTMENT CULTURE SHOCK ADJUSTMENT PROCESSCULTURAL ADJUSTMENT CULTURAL ADJUSTMENT CULTURE SHOCK ADJUSTMENT PROCESS
PERSONAL AND SOCIAL ADJUSTMENT ADJUSTMENT Adjustment means thePERSONAL AND SOCIAL ADJUSTMENT ADJUSTMENT Adjustment means the
CULTURAL ADJUSTMENT CULTURAL ADJUSTMENT CULTURE SHOCK ADJUSTMENT PROCESSCULTURAL ADJUSTMENT CULTURAL ADJUSTMENT CULTURE SHOCK ADJUSTMENT PROCESS
Risk Map KRI Risk Appetite Risk Tolerance RiskRisk Map KRI Risk Appetite Risk Tolerance Risk