Mixed Signals: The Role of Organizational Dissociative Identity Disorder on Trust Over Time

Abstract

For many employees, it can often feel like different parts of their organization have different expectations of what should be done and how. Mayer and Williams (2021) recently defined this perception as Organizational Dissociative Identity Disorder (ODID), or the degree to which an organization member believes that the organization itself or groups and individuals within the organization hold distinct values, incentives, and goals. This perception is believed to have a negative impact on the trust relationship between an employee and their organization, particularly over time. The current study set out to both: a) affirm the existence of ODID through the development of a psychometrically sound measure and b) examine the influence of perceptions of ODID on trust over time during a period of great uncertainty. We conducted a longitudinal study of university faculty over the course of five months to establish a measure of ODID and understand its role in explaining trajectories of trust over time. Support was found for the existence of two ODID factors, ODID-Demands and ODID-Values, and for the moderating influence of ODID-Values on trust over time. Acting on ODID by examining and realigning expectations between managers and subordinates might serve the needs of both employees and the organization, thus making for a better world.