Basically, mutual trust enables this by establishing the foundation for good communication. Shared time and experience builds trust more effectively. Management must accept that knowledge and resources will be wasted unless they support and accept offers to collect, share and transform knowledge. When organizations merge, transform or downsize, this has an effect on trust due to the belief that knowledge is lost as staff with experience and skills leave their positions. Unless leaders recognize the improvisations and inventive ways in which people work, both individually and in teams, tacit knowledge in particular will be lost (Smith E 2001). Building trust takes time and is facilitated by building non-threatening relationships and using calming events such as team away days. The author believes that by interacting with your team equally and fairly, as well as adopting a zero-tolerance approach towards a team member complaining about the actions of another member, you can encourage trust within the team. A leader asks the team to resolve conflicts themselves first, if not with the help of another, to prevent problems from escalating and requiring greater effort.