Results

           Over the last 16 weeks, it has been both rewarding and challenging to dive deeper into my project and help shape the result. When thinking about building trust through gathering feedback, in simple terms, it can be easy to overlook the theoretical grounding; however, when provided the opportunity to formulate the disciplinary grounding utilizing communication theories and principles, it helps provide a deeper context and importance of trust. Overall, my project research and artifacts are a good starting point for identifying how leaders can build trust in the workplace. 

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​Examination of the application of the theoretical grounding

           There were several communication theories and principles applied within my project.​

• Uncertainty reduction theory (URT) developed by Charles Berger “focuses on how human communication is used to gain knowledge and create understanding” (Griffin et al., 2023, p. 108). There are several axioms, or self-evident trusts, within URT that can relate back to relationship development, which is key when building trust (Griffin et al., 2023, p. 110). One axiom is verbal communication; as more verbal communication happens between individuals, the increased reduction in uncertainty among them. If a leader enters the environment making conversation, smiling, and showing positive non-verbal cues, it can help to reduce uncertainty with other individuals. In contrast, if a leader enters the environment expressionless and closed off, it can increase the level of uncertainty with individuals, resulting in their unwillingness to be open with their feedback.

• Systems theory is foundational to building relationships and trust and is a pillar in organizational communication. Systems theory is focused on understanding the elements contributing to problems within a system from inside the organization, rather than concluding the “causes” from the outside perspective (Conrad et al., 2012, p. 32). Leaders face many challenges every day when running the business and it can be difficult to see problems at the working level. Without seeking feedback from employees at various levels, leaders could be making decisions based on incomplete information. By meeting with team members at various levels and creating a safe environment to provide feedback and build trust, a leader can gather insights and lean into the key principles of systems theory by understanding multiple elements within the system, or organization. Once a leader gathers those insights, they can better define how to resolve issues and establish a feedback loop back to employees.​ 

• Communication Accommodation theory (CAT) developed by Howard Giles outlines that people change, or accommodate, their communication and behaviors to create a decrease or increase in social distance (Griffin et al., 2023, p. 328). This theory is important to highlight when discussing diversity, equity, and inclusion because of concerns around social identity. If in a group setting and only one individual is from another race or gender, they may feel it is their duty to represent all members of that group. This could lead to a change in their communication delivery to be more non-accommodating, which could create an increased divide with the receiver; however, if the receiver feels they are representing only themselves and their personal experiences, it can help to create more of an accommodating conversation, and reduce uncertainty (Griffin et al., 2023, p. 333). URT and CAT relate to each other in that URT is focused on uncertainty reduction within an interaction and CAT is focused on adjusting communication styles to accommodate another individual. When there is an increase in communication accommodation, it is possible for a reduction in uncertainty.

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​Ethical impact/concerns

           An individual’s personal values can differ from others, which can impact how people make an ethical decision. Each decision made can greatly impact relationship building with peers and thus, impact development of trust. The act of giving feedback, as well as the act of receiving the feedback have ethical implications. Both givers and receivers must act ethically in every step of the process. Givers should lead with truth-telling and vulnerability and receivers should lead with dialogic ethical approach principles and making decisions in alignment with business needs and objectives. Ethics are present in every step of the feedback process, from the initial solicitation of feedback to taking action to closing the actions and communicating.

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​Technical lessons learned

           Throughout this course, I was able to revisit my Wix website created in the fall of 2020. Although it is quite time consuming, it has been enjoyable updating the design of my site to incorporate other coursework, changes to my resume, and creating my Capstone webpages. Although I do not create websites in my normal day to day work, it is a helpful skillset to use and keep up with going forward. I also utilized Canva to help create several artifacts, which was time consuming but a positive experience. Once I finally started to settle on the design, I was able to get into a good rhythm. 

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​Limitations

           One limitation to the project is the consideration that people may not want to speak up and provide feedback to a leader, both in person and anonymously. A leader can work to create an inclusive, inviting environment and add credibility to their mission of genuinely trying to build trust in the workplace; however, it can still lead for some people to feel uncomfortable sharing their feelings, thoughts, or concerns. Often, this would not be an issue, but I have personally seen this take place in my organization, and it is something that can be challenging to influence. Leaders should continue to take the necessary steps to build trust and understand it may not reach everyone or not everyone will see the value.

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​Revisions or suggestions for future iterations

           If I were to create a revision to the original project, I would explore conducting a simulation to identify if the process and tools were effective or needed another iteration. If provided three additional months, I would be able to conduct real feedback sessions between leaders and their teams, utilize the action tracker and communication tools. From there, I would create and distribute a survey to gather feedback and incorporate any changes or create additional resources for leaders to utilize in the future with the overall mission of building trust in the workplace.

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References

Conrad, C. & Poole, M. S. (2012). Strategic organizational communication in a global economy (p. 30-70). (7th ed.).           Wiley-Blackwell.

 

Griffin, E., Ledbetter, A., Sparks, G. (2023). Communication Accommodation Theory by Howard Giles. A first look           at communication theory (p. 328-342). (11th ed.). McGraw Hill.

 

Griffin, E., Ledbetter, A., Sparks, G. (2023). Uncertainty Reduction Theory by Charles Berger. A first look at                     communication theory (p. 108-119). (11th ed.). McGraw Hill.