[symple_box] 
Mr. Ali Al-Aradi is a Human Resource (HR), Learning Development (LD) & Management lecturer and writer, based in the Kingdom of Bahrain.[/symple_box]
Manama, Kingdom of Bahrain- Organizational culture usually involves formal and informal practices and values that are beliefs, assumptions and symbols that define the way in which a firm conduct its business, with the culture being shared by the employees. It is constantly changing, covers several aspects of human functioning, is learned around the major issues of external adaptation and internal integration and is embodied as an interrelated set of assumptions that deal with important issues such as human relations, time, space, reality and truth itself. It has been evident that elements such as values, assumptions, and attitudes are characteristics of an organizational culture. These characteristics match with the implications and benefits.
Several study have shed lights on the ways in which organizations can incorporate trust in the workplace. In an analysis about organizational culture, bringing forth the new aspects of bringing trust to workplaces, top managers and CEOs have realized the need to create a workplace environment that can foster employees’ capabilities. One way of creating a positive environment is through the creation of programs aimed at boosting the trust value that can have an impact on the employee. Moreover, many organizations incorporate their value statements into systems and programs that translate values into performance management.
It has been stated that trust among workers is an important concept to analyse because it has a number of positive benefits for companies and their employees. However, it should be mentioned that trust differs depending on the type of relationship. In other words, trust between team members is not the same as the one found in a dyadic relationship, trust at the work team level as “the extent to which team members trust each other within a work team. A common belief among a group of individuals is that another individual or group make good faith efforts to behave in accordance with any commitment, and that this individual is honest in whatever negotiations preceded such commitments and does not take excessive advantage of another individual even when the opportunity is available.
Trust means respect. Trust among team members can generate several benefits because it can build a positive environment for the team. The most important factor creating the interaction among team members, and the synergy related with it, is the existence of a climate of trust. By contrast, not having trust could generate distrust and animosity that would harm the work and relationship among team members. The dysfunctional teams have their roots in an unstable foundation, namely lack of trust, which will have important effects such as weakening the ability of teams to engage in conflict, a lack of commitment, avoidance of accountability and an inattention to results. So, it is expected that team effectiveness will be significantly affected by having trust among team members.
Teams are formed by people with different backgrounds, different thoughts and different ideas, conflict among team members is inevitable. There are three types of conflicts within teams: task conflict, relationship conflict and process conflict. Differentiated, these constructs in the analysis of organizational work groups, the task conflict refers to controversy or differences in ideas or opinions over the job or project whereas relationship conflict refers to incompatibility or animosity among team members. Process conflict is about disagreements with regards to assignments of duties or resources and delegation of responsibilities. Several case studies have pointed out the relationship between team trust and team conflict, studied the effects of conflict, trust and task commitment on project team performance.
Organisations in general are strongly needed to adopt the aspect of trust value within their corporate culture in order to create a better environment for their employees. A divert culture that is intertwined with trust were they can be able to create high performance organisation.
