Over the past 15+ years I have spoken with hundreds if not thousands of business leaders from small startups to Fortune 500 and, if the opportunity presents itself, I ask the following question:
What role does trust play in your daily work?
And the most common responses, in no particular order, are:
I never thought about it
My employees trust me
None, I have too many daily fires to extinguish
None, it’s not my job
Huge, every year we bring in a “big name” motivational speaker
What’s the message here? Whether you are a leader, manager or work as a member of a team, if you do not intentionally choose to incorporate trust into your daily activities, do not expect it to flourish. It does not happen on its own.
If you are interested in learning more, take a look below.
Barbara Brooks Kimmel is an author, speaker, product developer and global subject matter expert on trust and trustworthiness. Founder of Trust Across America-Trust Around the World she is author of the award-winning Trust Inc., Strategies for Building Your Company’s Most Valuable Asset, Trust Inc., 52 Weeks of Activities and Inspirations for Building Workplace Trust and Trust Inc., a Guide for Boards & C-Suites. She majored in International Affairs (Lafayette College), and has an MBA (Baruch- City University of NY). Her expertise on trust has been cited in The Financial Times, Harvard Business Review, Investor’s Business Daily, Thomson Reuters, BBC Radio, The Conference Board, Global Finance Magazine, Bank Director and Forbes, among others.
When I was recently asked how trust has changed in the past decade my response was “Not much.” While the people, groups and institutions we should trust keep rearranging themselves in our collective minds, some gain in trust while others fade. Yet according to most major public opinion poll headlines trust has been declining.
But if you think about it, how we experience trust now is the same as it ever was. So is the value of trust – what it does for us – in business, politics, society, and life. Trust is very simply, the outcome of principled behavior. It always has been and always will be. As Stephen Covey has written, “Trust is the foundation for everything we do….” It is part of every relationship we have and undergirds everything we want or need to do together. So it is not that trust has been declining, it is trusting that has declined, and distrusting that has increased.
The Unchanging Experience of Trust
Our bodily experience of trust (and distrust), the sensations we feel, and the underlying neurophysiology that produce them have been with us for millennia. We are hard-wired to trust and to distrust, and we need both. Trusting others allows us to work together to accomplish what none of us can do alone. Distrust is built into our biology to help us stay alive and safe. What we are predisposed to do when we trust or distrust someone, or a group of someones, is also pretty much the same now as when humans were living in small clans and painting on cave walls.
Humans are wired to be drawn towards trust. When we trust others we feel safe enough to be open and at ease with them. At work this translates to collaborating effectively and having fun doing it. We happily share our ideas, good, bad and everything between, with people we trust. When we trust an information source we form opinions and act based on what we hear from them. When we trust a company, we tend to buy from them and invest in them. Distrust, on the other hand, insists we act to protect ourselves. Like a plague, we avoid people, groups, companies, and institutions we don’t trust.
In Whom We Trust (or not)
When you think “I trust this person/group/company/organization” an assessment is being made that their future behavior won’t harm and in fact will support you. That assessment leads to the embodied experience of trust described above, together with feeling certain emotions that travel with trusting, e.g., generosity, curiosity, hope, happiness, care. The same is so with the assessment “I don’t trust” except the sensations and emotions are distinctly different.
Which brings me to what has changed in the past decade and continues to change: specifically who we are trusting, and to what extent we are trusting them to do what they say they will do. According to several recent polls on perception of trust, we are trusting less. For example, over the past decade the Edelman Trust Barometer, an annual global opinion poll of trust levels in business, government, NGOs, and media, has found an annual shift in which of these institutions we are trusting more or less. Similarly public opinion surveys conducted by PwC, Pew Research Center and the Knight Foundation have looked at the trust employees and customers have in companies vs. what company leaders believe, and our trust in science and media, respectively. Again, they find changes in who we are trusting/distrusting.
Couple rotating/decreasing trust in societal institutions with what we know about the outcome of distrusting others and we have the makings of a slow-moving disaster. Unless we start turning this ship around we will see diminishing cooperation with increasing polarization, more balkanization in politics, media and society, and less willingness to talk things out as people pull back from those they distrust.
Trust-Building as Necessary Work
I believe now more than ever it’s time for those of us who work in the field of trust-building, who have the tools and expertise, to focus on helping the people we work with become trust-builders in their chosen fields. We understand that this is a competency that can be learned, developed and practiced. We have frameworks and tools to support people as they try to build their own trust-building capability and capacity. It is incumbent on leaders everywhere to step up and put learning and practicing trust-building at the forefront of their work.
Trusting people at work (where we spend most of our time) and in our communities, and between us and the institutions that hold together the fabric of those communities, is going to be essential for us as a species to make it through the big storms looming on the near horizon: political and social upheaval, and the potential threats posed by AI, to name just a few.
Barbara Brooks Kimmel is an author, speaker, product developer and global subject matter expert on trust and trustworthiness. Founder of Trust Across America-Trust Around the World she is author of the award-winning Trust Inc., Strategies for Building Your Company’s Most Valuable Asset, Trust Inc., 52 Weeks of Activities and Inspirations for Building Workplace Trust and Trust Inc., a Guide for Boards & C-Suites. She majored in International Affairs (Lafayette College), and has an MBA (Baruch- City University of NY). Her expertise on trust has been cited in Harvard Business Review, Investor’s Business Daily, Thomson Reuters, BBC Radio, The Conference Board, Financial Times, Global Finance Magazine, Bank Director and Forbes, among others.
When taken seriously, tracking and addressing the behaviors that build or weaken trust in teams and organizations will have the following benefits:
Elevating employee engagement & retention
Reducing workplace stress
Enhancing decision making
Increasing innovation
Improving communication
Reducing costs and increasing profitability
Is progress being made?
The growing interest in our Tap Into Trust campaign has brought over 212,000 people to our universal principles, available in 16 languages. We are also running the largest global (one minute/one question) anonymous survey on workplace trust, with the goal of determining which of our 12 principles of trust are the WEAKEST in teams and organizations and whether they change over time. The anonymous survey can be taken here and the results of hundreds of respondents viewed upon completion.
Building a trust based team or organization is not one size fits all. It happens in 3 stages. We use AIM as an acronym for our process.
ACKNOWLEDGING that trust (the outcome of principled behavior) is a tangible asset
IDENTIFYING the behaviors that are weakening and strengthening trust
MENDING the behaviors and tracking them over time
We call this AIM Towards Trust, and the framework is being adopted by enlightened leaders in organizations of all sizes and across industries, providing a path forward to high trust.
Elevating trust in teams and organizations requires specific personal and interpersonal principles and skills.
There is no “one size fits all” or check the box fix.
Barbara Brooks Kimmel is an author, speaker, product developer and global subject matter expert on trust and trustworthiness. Founder of Trust Across America-Trust Around the World she is author of the award-winning Trust Inc., Strategies for Building Your Company’s Most Valuable Asset, Trust Inc., 52 Weeks of Activities and Inspirations for Building Workplace Trust and Trust Inc., a Guide for Boards & C-Suites. She majored in International Affairs (Lafayette College), and has an MBA (Baruch- City University of NY). Her expertise on trust has been cited in Harvard Business Review, Investor’s Business Daily, The Financial Times, Thomson Reuters, BBC Radio, The Conference Board, Global Finance Magazine, Bank Director and Forbes, among others.
One of our Trust Alliance members was assisting a leadership team in assessing why a certain division was underperforming. We worked with them to run our simple one minute AIM Trust Audit for both the leadership team and the division employees. Take a look at the results. The first chart is leadership (38 respondents) and the second is the division employees. (108 respondents).
A relatively wide gap existed between the leadership team’s perception of the behaviors undermining trust compared to the employee’s perception. These results are quite common in our assessments.
How do you think the leadership team responded when provided with this data?
What would you advise them to do next?
Barbara Brooks Kimmel is an author, speaker, product developer and global subject matter expert on trust and trustworthiness. Founder of Trust Across America-Trust Around the World she is author of the award-winning Trust Inc., Strategies for Building Your Company’s Most Valuable Asset, Trust Inc., 52 Weeks of Activities and Inspirations for Building Workplace Trust and Trust Inc., a Guide for Boards & C-Suites. She majored in International Affairs (Lafayette College), and has an MBA (Baruch- City University of NY). Her expertise on trust has been cited in Harvard Business Review, Investor’s Business Daily, Thomson Reuters, BBC Radio, The Conference Board, Global Finance Magazine, Bank Director and Forbes, among others.
Fifteen plus years have passed since I began studying trust and trustworthiness and building tools to help leaders and teams. My focus remains on companies of all sizes and across industries. Without exception 2024 certainly had its share of organizational trust challenges from data breaches (Ticketmaster, Meta), to product safety violations (Boeing, Kellogg), and toxic workplaces (Nike, Uber) to name just a few.
OUR DATA
Close to 200,000 global participants have accessed our Trust Alliance Principles, the result of the efforts of some of the worlds leading trust scholars and practitioners. They are available at no cost and in multiple languages on our website at www.trustacrossamerica.com.
The behavioral trends in our “TAP INTO TRUST” ongoing survey of interpersonal workplace trust have not wavered since we began tracking them in 2019 with over 700 respondents reporting the following:
42% report weak ACCOUNTABILITY
38% report weak TRANSPARENCY
46% report weak TRACKING of trust
In fact, every behavior (12 in total) in our survey shows at least 20% of respondents reporting weaknesses within their organization.
Our FACTS Framework tracking the trustworthiness of public companies highlights a strong business case for organizations to focus on trust, After 13+ years our Trust 200 Index, maintained by IndexOne continues to outperform the S&P 500.
What will 2025 bring? We gathered some opinions and ideas from some of our trust colleagues in the recently published winter 2025 issue of Trust! Magazine. The link is available on the home page of our website.
Barbara Brooks Kimmel is an award winning author, speaker, product developer and global subject matter expert on trust and trustworthiness. Founder of Trust Across America-Trust Around the World she is author of the award-winning Trust Inc., Strategies for Building Your Company’s Most Valuable Asset, Trust Inc., 52 Weeks of Activities and Inspirations for Building Workplace Trust and Trust Inc., a Guide for Boards & C-Suites. She majored in International Affairs (Lafayette College), and has an MBA (Baruch- City University of NY). Her expertise on trust has been cited in Harvard Business Review, Investor’s Business Daily, Thomson Reuters, BBC Radio, The Conference Board, Global Finance Magazine, Bank Director and Forbes, among others.
The returns of the Trust 200 Index over 13+ years according to IndexOne
More than 15 years ago The Economist published a briefing paper sponsored by Cisco, called “The Role of Trust in Business Collaboration,” concluding that tens of millions of dollars had been spent evaluating corporate governance but a *definition of corporate trust continued to elude us. The 2008 financial crisis essentially destroyed investor confidence in the stock market and the ethical decision making practices of business leaders and their public companies. And so it should come as no surprise that trust in the financial markets has stagnated and even deteriorated since that time. After all, what actions, if any, have organizations taken to build investor confidence and trust? Plenty of money is spent on PR “talk” followed by little constructive action.
What if instead of using the elusive word “trust” as the barometer, companies could instead be evaluated based on their trustworthiness? In other words, the ethical business principles and leadership practices that support trust building within the organization and can then be applied to all stakeholders. This was the question we began to address over fifteen years ago. With the assistance of academic, financial, corporate and consulting professionals, Trust Across America began to construct what became the FACTS Framework.
*Trust Across America describes trust at the individual/interpersonal level as the “outcome of principled behavior” and organizational trustworthiness as the “collective outcome of principled behavior.”
Our ten+ year study published in November 2021 continues to be, by order of magnitude, the most comprehensive and data driven analysis available regarding the trustworthiness of public companies. It speaks to both the public and the financial industry’s understanding of trust, supports trust based investment decision making and enables targeted and simplified trust portfolio construction. We analyze companies quarterly and rank order by company, sector and market capitalization.
As our chart and study link above highlight, trustworthy public companies are rewarded over the long-term. They not only avoid expensive crises but also have the benefit of broader internal and external stakeholder support.
Low trust keeps investors out of the stock market and on the sidelines
It has not been valuation, liquidity, or profits that keeps many investors on the sidelines. It is a lack of trust in both the financial industry and in the ethical actions and decision making practices of public company leadership. Even after a time of dramatic returns over the past several years, vast amounts of money remain parked in low yielding money market accounts and other underperforming investments. By delivering a time tested and “beyond reproach” strategy to investors combining the key drivers of corporate trustworthiness, Trust Based Investing can serve as a viable solution that both the industry and the public has been seeking.
In conclusion
Trust Based Investing provides the following:
Companies have proven through a rigorous analysis that they are trustworthy and represent lower investment risk.
Investors can be assured that ethical business and investment decisions are being made.
Trustworthy companies have stable and strong investment returns.
A virtuous cycle is created. As investment money flows into the hands of these companies, other companies will want to follow suit and become more trustworthy.
Barbara Brooks Kimmel is an author, speaker, product developer and global subject matter expert on trust and trustworthiness. Founder of Trust Across America-Trust Around the World she is author of the award-winning Trust Inc., Strategies for Building Your Company’s Most Valuable Asset, Trust Inc., 52 Weeks of Activities and Inspirations for Building Workplace Trust and Trust Inc., a Guide for Boards & C-Suites. She majored in International Affairs (Lafayette College), and has an MBA (Baruch- City University of NY). Her expertise on trust has been cited in Harvard Business Review, Investor’s Business Daily, Thomson Reuters, BBC Radio, The Conference Board, Global Finance Magazine, Bank Director and Forbes, among others.
As the year draws to a close, I am pleased to provide the following visual summary of the progress we made at Trust Across America-Trust Around the World in 2023. For more information please visit our website at www.trustacrossamerica.com or reach out directly to me at barbara@trustacrossamerica.com
#1 Trust Across America’s Trust 200 Index Continues to Outperform the S&P 500 over time (12 years)
Recently, I presented at a conference for leaders running businesses with participants from over one hundred and fifty countries. Having spoken on trust in more than fifty-eight countries on-site—and in even more virtually—I’ve noticed that although every culture is beautifully unique and different, there is one common thread that runs through them all: trust. Regardless of the setting or the circumstances, each culture and country is shaped by trust – or the lack thereof. Every society, organization, team, group, and family functions well only to the degree there is trust. Indeed, it can be said that trust “makes our world go ‘round.”
If it feels like your world isn’t going ‘round right now, or it’s going slower than you’d like, I recommend looking at trust first. The reality is, that low trust is almost always the root of the problem – or the most impeding barrier to the solution. Indeed, most organizational performance issues are really trust issues in disguise.
Never before has the impact of low trust been more prevalent or apparent. More and more we see examples of this play out on the news, as well as in our own organizations, communities, and neighborhoods. On top of that, we have more research and data on how trust drives performance available at our fingertips than at any other time in history. We know this is important. And yet, deliberately moving the needle on trust, which is vital for everyone and everywhere, continues to present an enormous challenge. Why is that?
Trust the Noun
For me, it begins with understanding what Trust means. Trust as a noun is both complex and eye-opening.
Take for example, this exercise that I invite teams and audiences to participate in when I speak on this topic. Consider the statement below:
It is possible to have two trustworthy people working together and to have no trust between them.
Take a few moments to ponder the significance of that statement, because in all my years of teaching trust, this is perhaps one of the most profound insights I’ve learned.
Read it again. What stands out to you?
The idea that you can have two trustworthy people working together and also have no trust between them continues to be one of the biggest challenges I run into when working with people— regardless of the situation. Whether it be on a team, between teams, in an organization, in the relationship between partners and customers, or even just on a personal level, this problem comes up again and again.
It exhibits itself as misalignment between departments, a lack of collaboration, weak retention, lethargic execution, an inability to innovate, and formation of silos. It becomes greatly magnified in the context of nearly every form of organizational change. It becomes a silent stumbling block on the road to innovation and progress. Have you experienced this or seen it in your own organization? The majority of people can relate to the frustration that comes hand in hand with low trust.
However, the statement I shared is only part of the insight. Take a moment to consider the completed message:
It is possible to have two trustworthy people working together and to have no trust between them . . . if neither person is willing to extend trust to the other.
When most people think about trust, they simply think about trustworthiness – the level at which someone can be relied upon or trusted. Although insufficient by itself, trustworthiness is still a good place to start because it’s difficult to have real, meaningful trust between people when one or both parties isn’t worthy of it.
But here’s the kicker: in my experience, our most significant challenge is not a lack of trustworthy people. Everywhere you go, you can find good, honest, trustworthy people to work with. So, that is less often the issue. Rather, the bigger challenge is trustworthy people who do not extend trust to other trustworthy people. Those same good, honest, trustworthy people are often the ones who find it hardest to give trust to others.
I can’t tell you how many leaders I’ve worked with who are credible and authentic, who care deeply about both their work and their people, who are excited and eager to make a difference for their organization – and yet who just can’t seem to extend trust, or enough trust for it to really matter. They are trustworthy but are not trusting. Both dimensions are vital. And because trusting is reciprocal, it goes both ways: employees and team members who are distrusted by their leaders learn to withhold trust from those same leaders. And the cycle and impacts of low trust continue onward. To achieve Trust in its ultimate noun form, we must have both components present and operating – trustworthiness and trusting.
The Good News
Although your organization might not currently be operating at the level of trust you want, I believe this insight provides hope that it can. If our teams and organizations really are full of trustworthy people, it means there is enormous potential waiting for us on just the other side of a meaningful extension of trust. There are enormous benefits we have yet to reap if we shift our focus from not only being trustworthy but also to being trusting.
Gail McGovern, twice named one of the “50 Most Powerful Women in Corporate America” by Fortune Magazine, is a model of being trusting. When she became CEO of The American Red Cross, she inherited a $209 million operating deficit, along with a Board mandate to eliminate said deficit within two years. On top of that, she was the 10th CEO of the prior decade. Walking into the struggling non-profit and assuming trustworthiness at scale may not have been the most natural position to take.
Knowing the difficult circumstances the organization faced, and how temporary the CEO role had been, Gail arranged a series of town hall meetings around the country—what she called a “listening tour”—with the intent to listen to and connect with employees as a foundation of developing a turnaround plan. During one such meeting, an employee bravely asked the question on everyone’s mind, point blank: “Gail, you’re new and we’ve gone through a lot of leaders. How do we know if we can trust you?”
Gail responded thoughtfully, “You’ll have to decide that for yourself but I certainly believe you’ll find in me someone you can trust.” Then she leaned in and emphatically declared to everyone in the room, “But let me tell you that I trust each and every one of you.”
This was an easy thing to say yet hard to do. But Gail meant it. She was trustworthy when she arrived, bringing with her an excellent track record, but that wasn’t what inspired her employees to trust her. It was her early decision to practice trusting others that people responded to powerfully. This strong start inspired her people and helped them to buy into her plan and vision for the organization. This unified front served them well as they were able to eliminate the deficit and kick off a turnaround that continues to this day to perform and serve society in profound ways.
Trusting Globally
Another great example of trusting is Daniel Grieder, the CEO of global fashion retailer, HUGO BOSS, out of Germany. When Daniel was brought in from outside the company to serve as the new CEO, he immediately met with his top leadership team, and outlined, in essence, two possible paths forward. In that meeting, he laid out his vision and invitation for the future:
“Team, you don’t know me, and I don’t know you. So, we have two choices: we can spend the next year deciding whether or not we can trust each other . . . but then we’ll have wasted a year. Or we can decide to trust each other from day one. I choose the second option. So please know this: I trust you. Please trust me too. Trust is how we we’ll create a new way of working together, and a new culture.”
Can you imagine the impact this immediate extension of trust had on those in the meeting? In fact, I recently had the opportunity to meet with Daniel and his team, just about two years into his tenure and the results were obvious. In those early days, the company had created a five-year strategic plan and, even though only two years had passed they were already on year four of the plan! Indeed, they were operating at the speed of trust. The decision to trust each other internally had long since been made, and their external performance—as well as internal culture—was the proof. Through trust, Daniel and his team were able to build a strong culture of trust that allowed them to collaborate more frequently, innovate more fully, and achieve their goals more quickly. They were winning in the marketplace as a result of winning in the workplace first. Daniel was trustworthy but he also trusted his people who in turn trusted him and together they were able to achieve remarkable results.
Imagine how differently things might have gone in both scenarios had Daniel or Gail chosen not to extend trust.
What About You?
Stories like this are inspiring but may also feel overwhelming due to their scale. But in my experience, the results of extending trust are just as impactful and magnificent on a personal level as they are on an organizational or global level. Perhaps this can be seen most clearly, as you consider these three favorite questions of mine.
The first is simply, “Who trusted you?” I often ask people to identify someone in their life who trusted them. Someone who saw potential in them that maybe they didn’t even see in themselves, someone who believed in them, someone who took a chance on them. Almost without exception, everyone can quickly, if not immediately, think of someone (and sometimes more than one). Whether it was a parent, a boss, a teacher, a coach, a friend – we all remember those people who trusted us and believed in us.
The second question I like to ask is, “how did that extension of trust impact the way you saw yourself?” We know these people had a great impact on us but there is something special about articulating how exactly they did and how it changed and inspired us. Regardless of the situation, deep down we all want to be trusted – and when we are, it does something for us. Being trusted is the most inspiring form of human motivation. Being trustworthy is vital—but sometimes the very thing that makes a person worthy of trust is when they find themselves on the receiving end of it. People more often than not rise to the occasion when they are given the chance to prove themselves.
Having thought about the person who trusted you and how it impacted your life for the better, my third question is, “For whom can you be that person?” The cycle of extending trust shouldn’t end with you. There are people out there waiting for someone to offer them the chance to shine. You can be that person for them.
I invite you to consider all three of these questions. No matter your circumstances – whether as CEO of a company, a manager of a small team, an hourly employee, a stay-at-home parent or simply as a human being, you have the opportunity to change lives through trust. Your organization, your team, the trustworthy people in your life can reap the benefits as you extend trust to them. And you will find in turn that they will extend trust to you. And this uplifting cycle, no matter where on the globe you might be, will indeed make your world go ‘round.
by Stephen M. R. Covey (bestselling author of The Speed of Trust and Trust & Inspire)
Trust is not one way but many ways. If you are confused about what trust is and what it is not, watch this 3 minute video called Why Trust is Worth It. bit.ly/1fEnM8L
Last week we published the summer issue of TRUST! Magazine. It includes 14 essays on our current ” state of trust.” These are some thoughts from the authors.
Trust in Turbulent Times:Interestingly, the etymology of “trust” is rooted in old Norse and English words meaning “strength” or “to make safe and strong.” In times like these, we crave leaders who will keep us safe and make us strong. Bart Alexander
The Formula for Building Trust: If it feels like your world isn’t going ‘round right now, or it’s going slower than you’d like, I recommend looking at trust first. The reality is, that low trust is almost always the root of the problem — or the most impeding barrier to the solution. Stephen M.R. Covey
Trust & Commerce: Trustworthiness is a vital component of every corporate interaction. It is the lubrication of commerce. Without trust in the organization, the company will ultimately cease functioning effectively or efficiently. Dr. James Gregory
The Trust Landscape: Couple decreasing trust with what we know about what we do when we distrust others and we have the makings of a slow-moving disaster. Unless we start turning this ship around we will see diminishing cooperation with increasing polarization, more balkanization in politics and society, less willingness to talk things out as people pull back from those they distrust. Charles Feltman
The Business Case for Trust: Contrary to what many executives are lead to believe, trust is not a “soft” skill. In fact in today’s challenging business environment it may mean the difference between survival and failure. Barbara Brooks Kimmel
The Margin of Trust: America’s corporate governance systems also make it difficult for boards to set the tone of a trust-based corporate culture. In the name of “accountability,” the system has veered from principles and tailored approaches towards mandatory rules and standardized practices for all. Lawrence A. Cunningham
Risk & Trust:Things go wrong when institutional trust is based on rules intended to rein in personal freedom and autonomy, implying that forced compliance creates more institutional trust than the personal trust it displaces. This way of thinking usually doesn’t end well. Charles H. Green
Trust & Governance:The smooth functioning of an organization therefore relies on an assumption of regularity. That, in turn, relies on two “trust” factors. First, that the people involved can trust each other and, second, that the corporate governance system itself is trustworthy. Jon Lukomnik & Rick Funston
Ethical Leadership & Trust:Most core values are a set of ideas thought up on a management golf outing, brought in on the back of a clubhouse napkin, then printed and posted without another word being spoken. The values and ideals of a business are what employees and others bring to work every day. James Lukaszewski
Sustainability Reporting & Trust:If trust is the purpose, then what you intend to do is as relevant as what you have done. Publicly committing to multi-year targets is a must for credible sustainability reporting. Elaine Cohen
Trust in Healthcare:Lack of trust creates a situation that creates the propensity to misinformation. At the same time, misinformation can create a negative trust reset. Jan Berger
Technology & Trust:As of November 2022, we have over 8 billion people sharing our precious planet earth. It makes sense to continue debating and researching trust between humans both individually and organizationally. At the same time, we urgently need to focus on the trustworthiness of technology. Our very survival as a species may depend on it. Helen Gould
Trust in Media:Ultimately what’s needed is changing the culture of how news is produced and what journalists are expected to do on a regular basis. We are talking about updating a system that, when you look at the format and expectations, hasn’t evolved since it started. Lynn Walsh
Trusting Artificial Intelligence:While Chat GPT may have the potential to revolutionize industries, the response to my original question reads like a primer on trust research with little to no information on trust in practice. Barbara Brooks Kimmel
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