Restoring Trust in Organizations and Leaders

Enduring Challenges and Emerging Answers

Edited by Roderick M. Kramer and Todd L. Pittinsky

Offers answers on how to repair broken trust
Incorporates a wide range of approaches and perspectives across disciplines, including psychology, organizational behavior, and economics
Provides a compelling and mind-opening mix of theory, examples, and practical prescription for the critical social problem of restoring public trust in organizations, institutions, and their leaders.
Includes contributions from leading psychologists, sociologists, economists, and organizational theorists.

Restoring Trust in Organizations and Leaders

Enduring Challenges and Emerging Answers

Edited by Roderick M. Kramer and Todd L. Pittinsky

Description

The sinking public trust in contemporary institutions is a multifaceted phenomenon with political, sociological, economic, and psychological antecedents and consequences. Restoring Trust in Organizations and Leaders is the first volume to adopt the multidisciplinary approach required to understand this decline and to propose and assess remedies.

Editors Roderick M. Kramer and Todd L. Pittinsky have assembled contributions from leading psychologists, sociologists, economists, and organizational theorists. In response to such blows to public confidence as the scandals in the Roman Catholic Church, numerous corporate accounting frauds, widespread retirement insecurity, the inadequacy of many school systems, and the failure of politicians in the United States and Europe to come to grips with the economic crisis, Restoring Trust offers a compelling and mind-opening mix of theory, examples, and practical prescription for the critical social problem of restoring public trust in organizations, institutions, and their leaders.

Restoring Trust in Organizations and Leaders

Enduring Challenges and Emerging Answers

Edited by Roderick M. Kramer and Todd L. Pittinsky

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

Restoring Trust in Organizations and Leaders

Enduring Challenges and Emerging Answers

Edited by Roderick M. Kramer and Todd L. Pittinsky

Author Information

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. He has also consulted for various think tanks around the world.

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.

Contributors:

Mohamad Al-Ississ
Assistant Professor of Business, Global Affairs, and Public Policy
The American University in Cairo
Cairo, Egypt

Khalid Al-Yahya
Assistant Professor
Director of Governance and Innovation Research Program
Dubai School of Government
Dubai, United Arab Emirates

Reinhard Bachmann
Professor of Strategy
School of Management
University of Surrey
Guildford, Surrey, United Kingdom

Emily Bianchi
Assistant Professor of Business
Emory University
Atlanta, GA

Iris Bohnet
Academic Dean of John F. Kennedy School of Government
Professor of Public Policy
Director of the Women and Public Policy Program
John F. Kennedy School of Government
Harvard University
Cambridge, MA

Joel Brockner
Phillip Hettleman Professor of Business, Management Division
Columbia University
New York, NY

Steven C. Currall
Dean of Graduate School of Management
Professor of Management
University of California, Davis
Davis, CA

Katie Davis
Doctoral Candidate
Human Development and Education Program
Harvard University
Cambridge, MA

David De Cremer
Professor of Behavioural Business Ethics
Scientific Director of Erasmus Centre of Behavioural Ethics
Visiting Professor of Organizational Behavior at London Business School
Rotterdam School of Management
Erasmus University
Rotterdam, Netherlands

Pieter Desmet
Postdoctoral Researcher
Rotterdam Institute for Law and Economics
Erasmus University
Rotterdam, Netherlands

Graham Dietz
Lecturer in Human Resource Management
Durham University
Durham, United Kingdom

Amy C. Edmondson
Novartis Professor of Leadership and Management
Harvard University
Cambridge, MA

Kimberly D. Elsbach
Professor of Management
Stephen G. Newberry Endowed Chair in Leadership
Graduate School of Management
University of California, Davis
Davis, CA

John M. Francis
University of California, Berkeley
Berkeley, CA

Howard Gardner
Hobbs Professor of Cognition and Education
Harvard Graduate School of Education
Harvard University
Cambridge, MA

Nicole Gillespie
Senior Lecturer in Management
University of Queensland
Brisbane, Australia

Benedikt Herrmann
Policy Officer
European Commission
Brussels, Belgium

Robert Hurley
Professor of Marketing and Management
Fordham University
New York, NY

Carrie James
Research Director and Principal Investigator at Project Zero
Harvard Graduate School of Education
Harvard University
Cambridge, MA

Ronnie Janoff-Bulman
Professor of Psychology
University of Massachusetts, Amherst
Amherst, MA

Roderick M. Kramer
William R. Kimball Professor of Organizational Behavior
Graduate School of Business
Stanford University
Stanford, CA

Roy J. Lewicki
Dean's Distinguished Teaching Professor
Professor of Management and Human Resources
Max M. Fisher College of Business
The Ohio State University
Columbus, OH

Michael T. Parker
Doctoral Candidate in Social Psychology
University of Massachusetts, Amherst
Amherst, MA

Beth Polin
Graduate Research Associate
Max M. Fisher College of Business
The Ohio State University
Columbus, OH

Todd L. Pittinsky
Associate Professor
Department of Technology & Society
Stony Brook University
Stony Brook, NY

Faaiza Rashid
Doctoral Candidate in Organizational Behavior and Sociology
Harvard University
Cambridge, MA

Andrea Robbett
Doctoral Candidate in Economics
California Institute of Technology
Pasadena, CA

Margaret Rundle
Research Assistant
Graduate School of Education
Harvard University
Cambridge, MA

Jennifer Ryan
Research Assistant
Harvard Graduate School of Education
Harvard University
Cambridge, MA

Michele Williams
Assistant Professor of Organizational Behavior
Cornell University
Ithaca, NY

Richard Zeckhauser
Frank P. Ramsey Professor of Political Economy
John F. Kennedy School of Government
Harvard University
Cambridge, MA

Restoring Trust in Organizations and Leaders

Enduring Challenges and Emerging Answers

Edited by Roderick M. Kramer and Todd L. Pittinsky

Reviews and Awards

"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, financial institutions, 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

Restoring Trust in Organizations and Leaders

Enduring Challenges and Emerging Answers

Edited by Roderick M. Kramer and Todd L. Pittinsky

From Our Blog

Goldman Sachs and the betrayal and repair of trust

By Robert F. Hurley Greg Smith's March 14, 2012 op-ed piece in the New York Times, 'Why I am Leaving Goldman Sachs' is a familiar story for those who follow the betrayal and repair of trust. Smith tells a story of his frustration and disillusionment at Goldman changing from a culture that valued service to clients to one that rewarded those who made the most money for the firm even if it betrayed client interests.

Posted on March 16, 2012

Read the blog post