This article explores how current interpretations of rational decisionmaking may systematically erode trust between individuals working in/with organizations. Trust-building is an economically "irrational act'' if the goal is to maximize u tility via objective reasoning. Evidence from experimental economics bears this out with proof that decisions are often made outside the range of rational logic of objective decision-making. Seven subjective interpretations of fairness are presented to begin to chart the subjective logic of real decision-making, and storytelling is presented as an excellent tool for blending imprecise, technically irrational (multi-rational) yet vitally relevant perceptions of fairness back into rational decision-making w ithout abandoning the ideals of rationality or floating into neverending relativism. Storytelling is presented as a method for incorporating the paradoxical qualities of human subjectivity into the hyper-rationalized frameworks of traditional organizational and managerial behaviors.
"Building Trust Several Stories High,"
Storytelling, Self, Society:
2, Article 4.
Available at: http://digitalcommons.wayne.edu/storytelling/vol2/iss2/4