The currently predominant working environment in complex organizations may either operate in favor of enhanced productivity or weaken the cohesion and ties of cooperation in the workplace. In the latter case it causes professionals to experience a feeling of vulnerability, which translates into more ephemeral and superficial relationships that have the effect of moderating people's actions. This article worked with the assumption that establishing an atmosphere of trust may neutralize this feeling. The purpose of the study was to investigate if professionals perceive any fragility in their working relations, how they react to the situation and how it influences the management process. The material collected from in-depth interviews with managers of major and medium-size multinational and national organizations provides explanations for the reasons that lead to the installation of a feeling of vulnerability at work. These reflections allow us to infer that it is possible to install management procedures, behavior standards and an organizational culture that operate to reverse this state of affairs and to develop a favorable working environment.
Work; trust; cohesion; vulnerability; relationships