Via Gaping Void, I saw a very interesting point about the destruction of trust in large organisations, and the current lack of it. However, the point is not trust, because trust is something between people, the point is predictability. If I buy something from a person from IBM, for example, then that is because I trust the person who is selling it, at some level, but what I am also buying is the predictability of the corporate behaviour of the IBM corporation, and I think that it is this predictability that has been eroded by the post 1980`s downsizing.
It used to be that you knew that if you dealt with IBM you got high prices but good service, if you dealt with DEC you got that kind of "silicon valley" laid backness rather than just the white shirt brigade, and if you dealt with other organisations, you could kind of model that likely behaviour, and you would not be too shocked by what happened.
But then in the drive for "shareholder value" the corporate memory, and the corporate style was thrown out, often by outsourcing, or just by slaughter of the ranks. This led to a change in two important ways. The existing style of the organisation was often heavily impacted, but moreover, in the case of outsourcing, the turnover of the workers, often less than 12 months, meant that the predictable corporate behaviour never re-congealed. In essence, you could find yourself dealing with effectively a new organisation in a very short time frame. So all transactions and interactions carried a new cost - you never knew what would happen next.
Yes, you may or may not have had trust in the organisation`s people, but the golden rule is, if you want to engage the mammalian brain, - "be predictable, especially in ways that allow people to understand what the relationship between you is going to be.
I don`t trust my bank in the way I trust my family and friends, but I do expect them to meet certain norms, and to react consistently, for me, that is the basic tenet of them being easy to deal with.