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g
Y's action
Figure 7.7
The gap between action and expected results
possible
violation or
mistake
g
Y's action
X's intervention
Figure 7.8
Intervention in the gap
results. For example, I do not trust driving a motorcycle without a crash-helmet, but I trust
doing so with it.
7.1.9 The Dynamics
It is important to reinforce the idea that the first form/aim of control is oriented at increasing the
reliability
of
Y
(in terms of fidelity, willingness, keeping promises, or in terms of carefulness,
concentration and attention) and then it is a way of increasing
X
's trust in
Y
which should be
a presupposition not an effect of my decision:
X
believes that (if
X
watches over
Y
)
Y
will be more committed, willing and reliable; i.e. the
strength of
X
's trust-beliefs in
Y
and thus
X
's degree of trust in
Y
are improved.
This is a very interesting social (moral and pedagogical) strategy. In fact it is in opposition to
another well known strategy aimed at increasing
Y
's trustworthiness; i.e., 'trust creates trust'
(see Chapter 6).
14
In fact, the reduction/renouncing of control is a strategy of 'responsabilization' of
Y
, aimed at
making it more reliable, more committed. Those stategies are in conflict with each other. When
and why do we choose to make
Y
more reliable and trustworty through responsabilization
14
Resuming and simplifying trust creates trust in several senses and ways. The decision to trust
Y
can increase
X
's trust
in
Y
, via several mechasnisms: cognitive dissonance; because
X
believes that
Y
will be responsabilized;
because
X
believes that
Y
will feel more self-confident; because
X
believes that
Y
will trust
X
and then be more willing
to do good. The decision to trust
Y
can increase
Y
's trust
in
Y
, via several mechanisms:
Y
has power over
X
that makes
himself vulnerable and dependent;
Y
feels that if
X
is not diffident probably he is not malicious;
Y
perceives a positive
social attitude in
X
and this elicits his goodwill; and so on.
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