Dynamics of Trust - Trust Theory: A Socio-Cognitive and Computational Model - page 156

Table 6.2 Crossing different DoTs with minimum thresholds to delegate

DoT > σ DoT < σ

' > 0
(X would delegate
Y before
evaluating the
effects of
delegation itself)

DoT - σ = ε ' < 0

(X would not
delegate Y before
evaluating the
effects of
delegation itself)

DoT - σ = ε

DoT ' -

σ = ε + ε ' > 0

DoT ' - DoT = DoT ' -

')
Decision to delegate
DoT ' -

( ε > 0 ; ε ' < 0; ε > ε

> 0
(X thinks that
delegating Y would
increase Y's
trustworthiness)

ε σ = ε + ε ' > 0

( ε > 0 ; ε > 0)

σ = ε + ε ' < 0

Decision to
delegate

( ε > 0 ; ε ' < 0; ε < ε ')

Decision not to
delegate

DoT ' -

σ = ε + ε ' > 0

DoT ' - DoT =

')
Decision to delegate
DoT' -

( ε < 0 ; ε ' > 0; ε < ε

< 0
(X thinks that
delegating Y would
decrease Y's
trustworthiness)

ε DoT - ' < 0

(ε < 0; ε' < 0)

σ = ε + ε

σ = ε + ε ' < 0

Decision not to
delegate

( ε < 0 ; ε ' > 0; ε > ε ')

Decision not to
delegate

In Table 6.3, we analyze the three cases deriving from X 's decision to delegate as shown in
Table 6.2. (In Table 6.3 we call TTE Trustworthy than expected). Even in the case in which

the trustee collaborates with the trustor, it may happen that the delegated task is not achieved;
for example, because the expected additional motivation and/or abilities resulting from the
delegation act are less effective than the trustor believed.
Another interesting way for increasing trustworthiness is through the self-confidence di-
mension, that we did not explicitly mention since it is part of the ability dimension. In
fact, at least in human agents the ability to do

=

α

is not only based on skills (an action
repertoire) or on knowing how (library of recipes, etc.), it also requires self-confidence that
means the subjective awareness of having those skills and expertise, plus a general good
evaluation (and feeling) of our own capability of success. Now the problem is that self-
confidence is socially influenced , i.e. my confidence and trust in you can increase your self-
confidence. So, I could strategically rely on you (letting you know that I'm relying on you)
in order to increase your self-confidence and then my trust in you as for your ability and
trustworthiness.
Finally, another interesting case in strong delegation is when there is the decision to rely
upon Y but with diffidence and without any certainty that Y will be able to achieve .Thisis

the case in which there is not enough trust but there is delegation (there are a set of possible
reasons for this which we do not consider here). We are interested in the case in which Y
realizes that anomalous situation (let us call this: diffidence). We have:

τ