Restoring Trust in Organizations and Leaders

Roderick M. Kramer is one of the world's leading social psychologists and organizational behavior theorists. His research examines the antecedents and outcomes of trust and cooperation in organizations. He has also explored the foundations of decision making, creativity, conflict, and leadership. Kramer is William R. Kimball Professor of Organizational Behavior at the Stanford University Graduate School of Business and has been a visiting scholar at several other universities, including the University of Oxford, Harvard University, and the London Business School.Todd L. Pittinsky is Associate Professor of Technology and Society at Stony Brook University. In 2004, he launched the Allophilia Project to study the nature and application of positive attitudes that individuals have about groups other than their own. Prior to joining the Stony Brook faculty, Pittinsky was Associate Professor and Research Director at the Center for Public Leadership at the Harvard Kennedy School. He has published widely on the topics of diversity and leadership and is the co-author of Working Fathers: New Strategies for Balancing Work and Family (Addison-Wesley, 1997) and the editor of Crossing the Divide: Intergroup Leadership in a World of Difference (Harvard Business Review Press, 2009). His book, Us Plus Them: Tapping the Positive Power of Difference, will be published by Harvard Business Review Press in 2012.

"In this timely volume, distinguished experts in social science research on trust come together to address pervasive and challenging issues of institutional trust. Representing multiple disciplines and research methods, ranging from grounded case study to archival analysis to experimental games, the contributors to this volume review cutting-edge research and theory on the nature and causes of declining trust in social institutions, corporations, financialinstitutions, political leaders, and decision-making authorities. A highly recommended read for academics, managers, and policy makers concerned with regaining public confidence in our social, financial,and political systems." -- Marilynn B. Brewer, Visiting Professor of Psychology, University of New South Wales"Restoring trust in our institutions is one of the most important tasks that democratic leaders face. These thoughtful essays provide a good place to start the job." -- Joseph S. Nye, University Distinguished Service Professor, Harvard University, and author of The Powers to Lead

• Introduction ; Restoring Trust: Problems and Prospects ; Roderick M. Kramer and Todd L. Pittinsky ; Part I: Understanding Why Trust is a Problem:Theoretical Frameworks and Conceptual Issues ; Chapter 1 ; Moral Bases of Public Distrust: Politics, Partisanship, and Compromise ; Ronnie Janoff-Bulman and Michael T. Parker ; Chapter 2 ; "My trust needs to be earned, or I don't give it": Youth's Mental Models of Trust ; Margaret Rundle, Katie Davis, Jen Ryan, John M. Francis, and Howard Gardner ; Chapter 3 ; "I'll Pay Attention When I'm Older": Generational Differences in Trust ; Katie Davis, Jen Ryan, Carrie James, Margaret Rundle, and Howard Gardner ; Chapter 4 ; Institutional Trust Failures: Insights and Lessons from the 9/11 Intelligence Failures ; Roderick M. Kramer ; Part II: Emerging Perspectives on Trust Repair ; Chapter 5 ; The Art of the Apology: The Structure and Effectiveness of Apologies in Trust Repair ; Roy J. Lewicki and Beth Polin ; Chapter 6 ; Risky Trust: How Multi-Entity Teams Develop Trust in a High-Risk Endeavor ; Amy Edmondson and Faaiza Rashid ; Chapter 7 ; The Elasticity of Trust: How to Promote Trust in the Arab Middle East and the United States ; Iris Bohnet, Benedikt Herrmann, Mohamad Al-Ississ, Andrea Robbett, Khalid Al-Yahya, and Richard Zeckhauser ; Chapter 8 ; Building and Re-building Trust: Why Perspective-taking Matters ; Michele Williams ; Chapter 9 ; Restoring Institutional Trust after the Global Financial Crisis: A systemic approach ; Nicole Gillespie, Robert Hurley, Graham Dietz, and Reinhard Bachmann ; Chapter 10 ; Understanding Threats to Leader Trustworthiness: Why It's Better to be called "Incompetent" than "Immoral" ; Kimberly D. Elsbach and Steven C. Currall ; Chapter 11 ; How Victim's Motives Influence the Effect of Apologies: A Motivated Trust Repair Model ; David De Cremer and Pieter Desmet ; Chapter 12 ; Breaking the Vicious Cycle of Low Trust in Decision-Making Authorities: It's What They Do and How They Do It ; Joel Brockner, and Emily C. Bianchi