In a culture of trust, transparent communication forms a foundation for building relationships. A sense of safety and a comfort level with interpersonal interaction pervades a worklace that has developed a culture of trust.
According to Dr. Duane C. Tway, Jr. in his 1993 dissertation, A Construct of Trust, trust is, "the state of readiness for unguarded interaction with someone or something." He developed a model of trust that includes three components. He calls trust a construct because it is "constructed" of these three components: "the capacity for trusting, the perception of competence, and the perception of intentions."
Thinking about trust as made up of the interaction and existence of these three components makes “trust” easier to understand. The capacity for trusting means that your total life experiences have developed your current capacity and willingness to risk trusting others.
The perception of competence is made up of your perception of your ability and the ability of others with whom you work to perform competently at whatever is needed in your current situation. The perception of intentions, as defined by Tway, is your perception that the actions, words, direction, mission, or decisions are motivated by mutually-serving rather than self-serving motives.
In a culture of trust employees are likely to exhibit a positive relationship with all three components and to hold positive expectations about their coworkers and their actions.