TrustTalk - It's all about Trust

On Christmas Eve, Santa Claus joins TrustTalk to discuss trust, doubt, and why listening to ourselves and to others matters as we look ahead to a new year, referring to Rudyard Kipling’s poem "If" on how to be confident without ignoring the doubts of others.

Our guest, Mara Revkin, a leading scholar of governance and justice in conflict zones, talks about how civilians make trust decisions when the state collapses and armed groups take control. Drawing on fieldwork and survey research in places such as Mosul, this conversation challenges the idea that trust in wartime is driven by ideology or belief. Instead, it shows how trust under extreme conditions is often pragmatic. Civilians compare dangerous alternatives and look for the authority that appears more predictable, less arbitrary, and more likely to follow its own rules. The episode explores why predictability and procedural fairness can matter more than political values or formal freedoms. Even harsh systems of rule may generate compliance when courts function quickly, corruption is limited, and rules are applied consistently. This does not produce genuine legitimacy, but it can feel safer than alternatives marked by chaos or bribery. We also discuss how civilians navigate situations of competitive governance, where states and armed groups both claim authority. Trust becomes relative rather than absolute and is shaped by everyday experiences with justice, security, and basic services. This form of trust is fragile and erodes quickly when governance becomes more coercive or unpredictable. The conversation examines how military conduct affects civilian perceptions during active conflict. Civilians judge armed actors by perceived intent, proportionality, and communication. Harm that is poorly explained or left uncompensated can undermine trust, even when unintended, while material compensation often matters more than apologies alone. Finally, the episode turns to post-conflict justice and reintegration. Externally imposed solutions often struggle to gain trust when communities are excluded from their design. While rehabilitation, apologies, and compensation can help rebuild social relations, there are limits shaped by the severity of past harm and time. A central insight runs throughout the episode: trust in wartime is not about shared values or moral approval, but about survival and predictability when every option is risky.

Trust isn’t tested in calm moments; it’s exposed when leaders face uncertainty, conflicting demands, and real human consequences. This episode traces that reality across multiple organizations and industries. We look at Boeing, where leaders underestimated the depth and duration of a crisis that reshaped global aviation trust. We examine Nokia’s Bochum layoffs, a case that shows how a single restructuring decision can destroy trust not only with employees but with governments and the public. We also dive into Twiddy’s pandemic playbook, where open communication became a lifeline; Itochu’s long-term social commitments, which contrast sharply with Western quarterly pressures; and the Financial Times’ transparent approach to generative AI, setting a new benchmark for media trust. Together, these cases reveal patterns: leaders often misjudge crises, overlook human impact, and underestimate how long it truly takes to repair trust, yet the organizations that get it right show that trust can be a real competitive advantage.

Trust isn’t tested in calm moments; it’s exposed when leaders face uncertainty, conflicting demands, and real human consequences. This episode traces that reality across multiple organizations and industries. We look at Boeing, where leaders underestimated the depth and duration of a crisis that reshaped global aviation trust. We examine Nokia’s Bochum layoffs, a case that shows how a single restructuring decision can destroy trust not only with employees but with governments and the public. We also dive into Twiddy’s pandemic playbook, where open communication became a lifeline; Itochu’s long-term social commitments, which contrast sharply with Western quarterly pressures; and the Financial Times’ transparent approach to generative AI, setting a new benchmark for media trust. Together, these cases reveal patterns: leaders often misjudge crises, overlook human impact, and underestimate how long it truly takes to repair trust, yet the organizations that get it right show that trust can be a real competitive advantage.

Trust in institutions, says Chris Long, professor at St. John’s University in New York City and a leading scholar on trust, control, and institutional contradictions, erodes when there’s a gap between what organizations say and what they actually do. These “institutional contradictions”, when stated values and real-world behaviour diverge, create confusion and cynicism among citizens and employees alike. In this conversation, Chris explores why such contradictions are so damaging, how they emerge, and what leaders can do to repair the trust that’s lost as a result. He refers to striking examples: from the Dutch childcare benefits scandal (het Toeslagenschandaal), where automated systems falsely labeled thousands of families as fraudsters, often targeting those with foreign-sounding names, to the Volkswagen emissions case, Germany’s Wirecard collapse, and earlier accounting scandals such as Arthur Andersen. These moments, he argues, are not just technical failures but moral ones: “Institutions must first acknowledge what went wrong, in detail, and explain the logic that led to it. Only then can corrective actions sound credible.” They show how technology, bureaucracy, and misaligned incentives can devastate public trust together. Chris also discusses the fine line between control and trust inside organizations. After Covid, many leaders demanded employees return to the office without consultation, framing control as discipline rather than dialogue. Absolute trust, he insists, grows when people are given a voice and when leaders show vulnerability, asking for people’s opinions, and showing how those opinions shape their decisions. From the Tylenol crisis of the 1980s to modern corporate and political scandals, Chris’s message is consistent: trust is rebuilt only through visible accountability, transparency, and shared ownership of mistakes.

Few people stand closer to the intersection of politics and justice than prosecutors. In this episode, former federal prosecutor and Columbia Law School professor Dan Richman discusses why public trust is both the backbone of the justice system and its most fragile component. He explains how prosecutors have a uniquely delicate role in a democracy: they help build public trust, yet depend on that same trust to do their job. When politics begins to influence decisions about who is charged and who isn’t, the credibility of the entire system is at risk. Drawing on his New York Times op-ed, Dan reflects on how the Justice Department’s credibility weakened during the Trump years as prosecutors and FBI agents faced political pressure and courtroom integrity gave way to partisanship. He discusses how prosecutorial choices shape people’s sense of fairness, why complete transparency isn’t always possible, and how difficult it is to remain accountable without turning justice into a political issue. This conversation offers a clear and honest examination of what happens when trust in law enforcement begins to erode, and why the integrity of prosecutors is crucial to maintaining any democracy grounded in the rule of law.

Our guest in this episode is Lord Jonathan Sumption, former Justice of the UK Supreme Court, acclaimed historian, and one of Britain’s leading public voices on law and democracy. The conversation explores the uneasy boundary between law and politics. Sumption reflects on the long history of the U.S. Supreme Court as a political actor, from the Lochner era’s resistance to worker protections, through clashes with Roosevelt’s New Deal, to the landmark Brown v. Board of Education decision on school segregation. He examines the controversies of Roe v. Wade and its recent reversal, warning that both decisions undermined trust in different ways. Lord Sumption also considers how courts respond when politics fails, the role of judicial appointments in shaping independence, and why democracies today struggle with expectations they cannot meet. Despite widespread skepticism, he insists that neutrality is not a myth: judges can set aside personal opinions, and trust in courts depends on their ability to do so. This episode offers a sobering yet hopeful look at the fragile balance between courts, politics, and public trust and why defending judicial neutrality is essential for the future of democracy.

Our guest is Charles Feltman, founder of Insight Coaching and author of The Thin Book of Trust. Charles has spent decades helping leaders and teams strengthen their ability to lead through trust. He explains how trust is not built in theory but in everyday situations where it can grow or erode, in vague requests, unclear feedback, or the rush to move too fast at work. His framework is simple: trust rests on care, sincerity, reliability, and competence. Miss one, and trust wobbles, though care, knowing someone has your back, often matters most. Charles shares how slowing down just enough to clarify commitments can prevent broken promises, how disagreements can become opportunities rather than breakdowns, and how anxiety often primes us for distrust unless we pause to “trust wisely.” This conversation is full of practical insights you can use right away, showing that trust is built, or lost, in the small choices we make every day.

My guest, Tiziana Gaito explores what happens when a company caught in a sustainability scandal loses the trust of its stakeholders, and isn’t even believed when trying to make amends. Rather than offering a simple story of repair, it delves into the deeper dynamics of distrust: how it forms, why it lingers, and what makes it fundamentally different from trust that’s merely been shaken. The conversation traces the organization’s journey through a prolonged period of mutual suspicion, showing how clashing values and perceived malevolence fueled tensions on both sides. Traditional approaches to trust repair proved ineffective, as stakeholders questioned the company’s intentions and withdrew from dialogue altogether. It was only when a credible third party stepped in, neutral and trusted by both sides, that limited re-engagement became possible. Even then, what emerged wasn’t full trust, but a fragile acceptance marked by continued scrutiny and doubt. Along the way, the episode reveals why internal coherence is crucial to external credibility, why front-stage communication must be matched by backstage relational work, and why, in moments of deep distrust, listening often matters more than messaging. It’s a candid look at the emotional and organizational complexity of restoring broken relationships.

Our guest today is Roger Mayer, one of the most influential scholars in the field of trust and co-creator of a widely cited model of organizational trust. After attending Roger's presentation at the FINT Conference in Genoa, Italy, podcast host Severin de Wit sat down with him for a conversation on the evolving nature of trust and the surprising role that suspicion plays within it. The conversation begins with two striking images from Mayer’s FINT talk: HAL 9000, the eerily calm AI from the movie "2001: A Space Odyssey", and the Shoggoth, a chaotic, shapeshifting creature recently adopted as a meme in AI circles. Mayer uses these metaphors to illustrate a central dilemma: as AI systems become more powerful and autonomous, how do we trust something we don’t fully understand? Mayer introduces the concept of state-level suspicion, based on research by Bobko, Barelka, and Hirshfield. He explains that suspicion isn’t just a gut feeling; it’s a cognitive state involving uncertainty, heightened awareness, and the perception of possible harm. Far from being purely negative, suspicion may serve as a protective and even constructive force in complex organizational settings. A major focus of the episode is what Mayer calls Organizational Dissociative Identity Disorder (ODID). In this phenomenon, organizations send conflicting signals to employees, behave inconsistently, or act as if they have “multiple personalities.” Whether caused by mergers, mission drift, or rogue internal actors, ODID can undermine trust and leave employees feeling destabilized. Roger discusses how AI can further complicate this dynamic when its decision-making processes are opaque or misaligned with human expectations. Roger Mayer previously appeared on TrustTalk in our March 13, 2024 episode, where we explored the foundations of his trust model. In this follow-up conversation, we focus on the emerging tensions between trust, technology, and organizational coherence.