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Building Trust: The Core Value that Adds Value

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The Importance of Trust

Apr 05, 2019

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The Importance of Trust. October 23, 2007 Dr. Sandra Lindsay. What is trust? Why does it matter?. Trust Building Activity. Car-Car Listen carefully to the directions given by the presenter. Complete the activity. Analyze the importance of trust to the successful completion of this activity.

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• intensive case study research
• different school communities
• break confidences
• violate expectations

Presentation Transcript

The Importance of Trust October 23, 2007 Dr. Sandra Lindsay

What is trust?Why does it matter?

Trust Building Activity • Car-Car • Listen carefully to the directions given by the presenter. Complete the activity. • Analyze the importance of trust to the successful completion of this activity.

“Car-car,” was developed by David Earl Platts of the Findhorn Foundation. Trust and responsibility are two very important qualities in leaders and followers. This activity will help you experience how you feel about trust. Choose two people from each group. This is a silent exercise. Car-Car

One person, “the car,” stands in front with his or her eyes closed and hands held in front of the chest with palms outward as your bumpers. The second person, “the driver,” with eyes open, stands behind with hands on the shoulders of the car. Keeping his/her eyes open, the driver will steer the sightless car around the area, avoiding collisions with other pairs. Remember that the safety of the other person is your responsibility, so you must show compassion and care. Any questions? Car-Car, continued

Examining Trust • Look at the “Personalities” on the cards assigned to your group. • How would trust factor into your working relationship with these individuals? • In your group, discuss what elements of trust are exhibited or omitted by the characters.

The Importance of Trust • Anticipating the emotional effects that decisions and actions might have on others • Responding tactfully and respectfully in emotional situations • Eliciting the perceptions, feelings, and concerns of others • Recognizing that conflict is inevitable and using it to strengthen relationships

Trust • Following through on commitments and keeping one’s word • Using the name of the other person when conversing with him or her • Showing courtesy and respect • Questioning, clarifying, and correcting others in a positive and professional manner

Trust • Suggesting compromises • Paraphrasing the speaker’s views, feelings, and concerns • Helping others save face when taking a different position (Muse, Sperry, Voelker, Harrington, & Harris, pp. 1-23)

Trust in Schools …a growing body of case studies and clinical narratives directs our attention to the engaging but elusive idea of social trust as essential for meaningful school improvement. Anthony S. Bryk and Barbara Schneider

Trust in Schools …we conducted almost a decade of intensive case study research and longitudinal statistical analyses from more than 400 Chicago elementary schools. We spent approximately four years in 12 different school communities observing school meetings and events; conducting interviews and focus groups with principals, teachers, parents, and community leaders; observing classroom instruction; and talking to teachers about the progress and problems in their reform efforts. Anthony S. Bryk and Barbara Schneider

Trust • High trust • “Growing trust” • Low trust • Two out of three tell the story!

The Speed of TrustStephen M. R. Covey Dr. Sandra R. Lindsay

The Economics of Trust Trust = Speed Cost Trust = Speed Cost

The 4 Cores of Credibility • Integrity Character • Intent • Capabilities Competence • Results

Activity • Take the deck of cards at your table or share with a small group around you. • Covey’s 13 behaviors are on one set of cards and the “opposite” of each behavior is found on a card in the other deck. Spend some time talking about the behaviors and their opposites as you match the behavior and its opposite together.

Behavior 1: Talk Straight • Be honest. • Tell the truth. • Let people know where you stand. • Use simple language. • Call things what they are. • Demonstrate integrity. • Don’t manipulate people or distort facts. • Don’t spin the truth. • Don’t leave false impressions.

Behavior 2: Demonstrate Respect • Genuinely care for others. • Show you care. • Respect the dignity of every person and every role. • Treat everyone with respect, especially those who can’t do anything for you. • Show kindness in the little things. • Don’t fake caring. • Don’t attempt to be “efficient” with people.

Behavior 3: Create Transparency • Tell the truth in a way people can verify. • Get real and genuine. • Be open and authentic. • Err on the side of disclosure. • Operate on the premise of “What you see is what you get.” • Don’t have hidden agendas. • Don’t hide information.

Behavior 4: Right Wrongs • Make things right when you are wrong. • Apologize quickly. • Make restitution where possible. • Practice “service recoveries.” • Demonstrate personal humility. • Don’t cover things up. • Don’t let pride get in the way of doing things right.

Behavior 5: Show Loyalty • Give credit freely. • Acknowledge the contributions of others. • Speak about people as if they were present. • Represent others who aren’t there to speak for themselves. • Don’t bad mouth others behind their backs. • Don’t disclose others’ private information.

Behavior 6: Deliver Results • Establish a track record of results. • Get the right things done. • Make things happen. • Accomplish what you’re hired to do. • Be on time and within budget. • Don’t overpromise and underdeliver. • Don’t make excuses for not delivering.

Behavior 7: Get Better • Continuously improve. • Increase your capabilities. • Be a constant learner. • Develop feedback systems—both formal and informal. • Act on the feedback you receive. • Thank people for feedback. • Don’t consider yourself above feedback. • Don’t assume today’s knowledge and skills will be sufficient for tomorrow’s challenges.

Behavior 8: Confront Reality • Address the tough stuff directly. • Acknowledge the unsaid. • Lead out courageously in conversation. • Remove the “sword from their hands.” • Don’t skirt the real issues. • Don’t bury your head in the sand.

Behavior 9: Clarify Expectations • Disclose and reveal expectations. • Discuss them. • Validate them. • Renegotiate them if needed and possible. • Don’t violate expectations. • Don’t assume that expectations are clear or shared.

Behavior 10: Practice Accountability • Hold yourself accountable. • Hold others accountable. • Take responsibility for results. • Be clear on how you’ll communicate how you are doing—and how others are doing. • Don’t avoid or shirk responsibility. • Don’t blame others or point fingers when things go wrong.

Behavior 11: Listen First • Listen before you speak. • Understand. • Diagnose. • Listen with your ears—and your eyes and heart. • Find out what the most important behaviors are to the people with whom you’re working. • Don’t assume you know what matters most to others. • Don’t presume you have all the answers—or all the questions.

Behavior 12: Keep Commitments • Say what you’re going to do, then do what you say you’re going to do. • Make commitments carefully and keep them. • Make keeping commitments the symbol of your honor. • Don’t break confidences. • Don’t attempt to PR your way out of a commitment you’ve broken.

Behavior 13: Extend Trust • Demonstrate a propensity to trust. • Extend trust abundantly to those who have earned your trust. • Extend conditionally to those who are earning your trust. • Learn how to extend trust appropriately to others, based in the situation, risk, and credibility (character and competence) of the people involved. But have a propensity to trust. • Don’t withhold trust because there is risk involved.

Activity: Trust Behaviors • Use the first grid in each block on the activity sheet provided to rate yourself in each of the trust behaviors. • Use the second grid in each block to rate your organization in each of the trust behaviors. • Decide what you can do next to make the biggest difference in your personal behavior and in your organization to make a difference.

Regaining Trust Whether you lose the trust of others through a conscious act of betrayal, poor judgment, an honest mistake, a failure of competence, or a simple misunderstanding, the path to restoration is the same—to increase your personal credibility and behave in ways that inspire trust.

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The Impact of Trust

The Impact of Trust. Bruce E. Brown www.proactivecoaching.info. Liberal Arts – 43% Education – 52% Medical – 63% Law – 63% Business – 75%. The Importance of Trust on Teams. “Trust men and the will be true to you. Treat them greatly and they will show themselves great.” Emerson

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The Speed of Trust

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The Trust. Council of Governors 6 July 2011. The area. ‘Outer NEL’ 859,000 pop. 2500 staff. ‘SW Essex’ 420,000 pop. 1470 staff. Redbridge. Waltham Forest. South West Essex. Barking & Dagenham. Havering. The journey so far. June 2008 Achieved Foundation Trust status. July 2009

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Architects of Trust: Building Trust in the Workplace

Architects of Trust: Building Trust in the Workplace. Ann Brown, MA A&R Brown Business Group Inc. www.bccq.org. Some Survey Numbers. 70% of employees believe that trust and loyalty within the firms is declining 60% do not believe that their management is upright, ethical and honest

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Building Trust in the Age of Trust-Busters

Building Trust in the Age of Trust-Busters. Prepared by: Elise M. Farnham CPCU, ARM, AIM, CPIW President, Illumine Consulting www.elisefarnham.com 770-367-3148 [email protected]. Advantages Demonstration of shared moral values Leads to authenticity

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The Power of Trust

The Power of Trust. Dr Robert Ghanea-Hercock www.agentdynamics.com. What is trust?. Who should I trust?. Trust.

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The importance of……?

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The importance of……?. Make a list of the snacks and meals that you ate yesterday and today. Where do all these foodstuffs and drinks originate from? Make a list of everything that exists in the modern world around you.

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The Importance And Ways Of Building High-Trust Organizations

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The Speed of Trust. Based on the book by Stephen MR Covey. INTRODUCTION. Trust means confidence. When we trust people, we have confidence in them – in their integrity and in their abilities. When we distrust people, we are suspicious of them.

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Importance of Private Trust Fund

you will be capable to increase the network of administrators. It is a junior trust fund area section untaxed savings accounts that were on the market for youngsters born between one Sep 2002 and a couplet of Gregorian calendar month 2011

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• Presentation Hacks

6 Ways to Build Trust With Any Audience | Public Speaking

• By: Scott Schwertly

Trust. We desire it in all of our relationships whether it is our spouse, parent, or best friend. Why should presentation environments be any different? The best presenters know how to build and maintain trust with their audience. They establish it in the beginning, hold it throughout their talk, and finish with it.

Are you curious how you can create and maintain trust? I’ve got six recommendations for you.

Presentations that are built on trust add value. Plain and simple. The speaker has the intentional goal to improve the lives of their audience. The lift them up, and they empower them with information they did not before the session.

The question to ask yourself: “Am I adding value?”

Information

We live in a very Google-centric society where anyone can find anything they are looking for at any given time. So, you have two main challenges: 1. Is your information accurate? and more importantly, 2. Does the information you are providing help with the business decision making process?

For instance, if you are asking your audience to invest time to hear you make a pitch, is the information you are sharing empower them enough to make a decision when you are done or do you have gaps in your content that are still left unanswered.

The question to ask yourself: “Is my information empowering them to make a decision?”

Influence. We all seek it because we all want to make an impact on the people in our life. In the case of presentations, the only way you are going to be influential is if you are confident. And, confidence comes from preparation.

The elephant in the room on preparation is how many times should you present. My answer to this question is something I like to call the “Plus 10” rule. Simply, take the number of minutes of your talk, add 10, and that is how many times you should practice your talk. In other words, a 30 minute talk (plus 10) would be mean you should rehearse 40 times.

The question to ask yourself: “Did I practice my talk enough?”

We’ve been told most of our lives to “just be yourself.” It sounds generic but there is a reason why this advice continues to live on. Integrity is accomplished by being you and not someone else. As an audience member, it is super easy to pinpoint that poser or faker. You don’t want to be that victim so you need to be diligent about tapping into your public speaking strengths and let them shine.

The question to ask yourself: “Am I authentic with my message and approach?”

This next section is all about the headline – did you make an impact on your audience? Solid presentations are memorable. They create discussion. They create wonder. They get people talking about important issues. It is your responsibility as a presenter, to create those memorable moments for your audience by crafting a message and providing a delivery of that content in the most impactful way.

The question to ask yourself: “Is my presentation going to be memorable?”

And finally, we have the last component which is all about ignition. This concept is about whether you have actually ignited your audience to do something. To put it in a business context, did you include a call-to-action. Every presentation must have a call-to-action. It’s the entire reason why your talk exists so make sure you provide a mission and purpose behind your message.

The question to ask yourself: “Do I have a call-to-action?”

Building trust is an effort which takes time and intentionality. However, it can be accomplished in a presentation environment if you apply the above six principles. They will give you an amazing foundation to work from and you should be earning and maintaining credibility with every person in the room.

Scott Schwertly

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Building Trust - PowerPoint PPT Presentation

Building Trust

Building trust sue bohlin suebohlin.com be transparent be responsive use caring be sincere be trustworthy what is trust my faith in your ability or word in some ... – powerpoint ppt presentation.

• Suebohlin.com
• My faith in your ability or word in some specific area
• Trust includes the degree to which I believe you will look out for my best interests in a specific area.
• Trust suggests that you care about my welfare and success in helping me achieve my goals.
• Trust is never given to another person globally and unconditionally.
• It always has to do with a specific area of expertise or action.
• Trust involves both ability and word.
• You are capable in a particular area and true to your word.
• Trust comes in different degrees or levels.
• Though trust can be one-sided, it is best when it is mutual.
• Trust can be built.
• Trust can grow or erode between people.
• Lost trust can be recovered and rehabilitated.
• Be easily readable
• Be vulnerable
• 1. Be easily readable
• Your outsides match your insides
• Others can discern your emotional state
• 2. Be strategically open
• Your honest response to what others want or ask for
• What you need from others to make the task or project successful
• Your strengths and weaknesses in your ability to help others
• Openness begets openness
• Openness precedes trust
• 3. Be vulnerable
• Take a one-down position
• Request, dont demand
• The opposite of using power to get your way or manage others
• Power begets resistance vulnerability begets willingness
• Responsiveness giving and receiving feedback
• spontaneously
• consciously
• Welcome and respect honest feedback from others
• Offer the same to others
• Historically in the workplace, feedback the expectation of criticism, evaluation, judgment, and punishment
• More healthy theory the purpose of feedback is to help build a trusting relationship in working toward a shared goal
• Giving feedback My willingness and ability to respond to what you have said or done in a specific area, expressing thoughts and feelings that I personally own.
• Feedback formula My reaction to X is Y.
• X what you have said or done in a specific area
• Y my thoughts and feelings about it
• My responses are about your behavior, not aimed at you
• A Plan for Giving Feedback
• 1. Knock on the door.
• 2. Describe the specific action, event or behavior at issue.
• 3. Spell out its impact on you.
• 4. Specify the likely positive and negative consequences and make a request.
• 5. Get a firm agreement.
• 6. Share appreciation.
• Receive feedback graciously and non-defensively.
• Essential leadership qualities competent, confident and caring.
• Caring about people and our relationships with them communicates that they are important.
• No matter what negative criticisms or strong emotion you bring to me, I will deal with it in a way that respects and protects you and our relationship.
• When do people feel cared for?
• 5 unspoken requests
• Hear and understand me.
• Even if you disagree, please dont make me wrong.
• Acknowledge the greatness within me.
• Remember to look for my good intentions.
• Tell me the truth with compassion.
• Acting without deceit or pretense. Being genuine and straightforward in relationships. Matching your actions with your words.
• Congruence your thoughts and feelings match your words and actions.
• Building trust requires that you be sincere and congruent consistently so others can trust your word.
• Congruence is a character issue, not a technique to be taught.
• Bad habits and character flaws to address
• Lying/fibbing/misleading
• Hiding our strong feelings
• Your word can be trusted.
• Giving your word in an agreement and being willing to accept the consequences of that agreement.
• You become loose with your word by making
• Agreements out of politeness
• Vague and ambiguous agreements
• Agreements you enter into with enthusiasm, forget and never bring up again
• Agreements you dont intend to keep and hope the other person will forget
• Honoring your word Working by Agreement
• 1. Make only those agreements you intend to keep.
• 2. Avoid making or accepting fuzzy agreements.
• 3. Give earliest notice when agreements must be broken.
• 4. Clean up broken agreements.

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Public perspectives on trust in news

Almost all news reporting implicitly asks the public to trust it. At a basic level, it asks people to trust that ‘we really did talk to the sources we mention, they really said what we have quoted them on, and the data we cite is reliable’. And in a more expansive sense, ‘our editorial judgement on what to cover, who to talk to, and what data to rely on is sound, so is our presentation of what we found, and our motivations’. 

But across the world, much of the public does not trust most news most of the time. While there is significant variation from country to country and from brand to brand, in this year’s report, just 40% of our respondents across all 47 markets say they trust most news. 

Public trust is not the same as trustworthiness. Sometimes people trust individuals and institutions that are not, in fact, trustworthy. Sometimes they do not trust – or even distrust – those that they might, on closer inspection, see are trustworthy (or that journalists or others think they ought to see as trustworthy). 

But whether well-founded or not, trust in news is, from the perspective of journalists and news media who face an often sceptical public, what sociologists call a ‘social fact’, famously defined as ‘manners of acting, thinking and feeling external to the individual, which are invested with a coercive power by virtue of which they exercise control’ (Durkheim 1982: 52). 

This means that trust, both at the brand level and at the general level, influences the role news can and does play in society. Journalists and media organisations have both pragmatic reasons to care – ‘trust can be a key to unlocking user revenue’ as Agnes Stenbom, the head of IN/LAB at Schibsted puts it 1 – and more principled reasons to care, as years of research has documented how people who trust the news less are less likely to believe in the information it presents and learn from it (see Altay et al. 2023 for an overview). 

Individual reporters and editors will not necessarily agree with – let alone like – how they, their colleagues, and their competitors are seen by members of the public. And trust is not, in itself, a measure of the value of what journalists do, just as earning it is not always the most important thing journalists can or should aspire to. But public perceptions of trust are important in themselves. In people’s relations with journalism and the news media, as in their relations with politics and much else, perception is a consequential part of reality. 

Much of the public has a similar view on trust in news media 

Because we know that many journalists and editors care whether people trust the news or not, we have long tracked this at a general level by asking people whether they feel they can trust most news most of the time. While there is significant variation by country – and in some countries significant variation by, for example, political orientation – overall trust in news in many cases varies less by gender, age, income, and education (as well as by political orientation, as we will discuss in more detail in the last part of this chapter) than one might assume.  

Generally, younger people, people with low income, and people with lower levels of formal education tend to trust the news less. These are also groups that are often less well served by the news media, and generally less likely to think that the media cover people like them fairly, as we showed in our Digital News Report 2021. 

But looking across respondents who identify as being politically on the left, in the centre, or on the right, at the aggregate, there is little difference when looking at data from all our respondents (though there are partisan differences in some individual countries). 

Much of the public highlights similar factors underpinning trust in news 

In this year’s Digital News Report , we add further nuance to the work we have done over the years on trust in news by exploring what factors different members of the public say matter the most to them when it comes to deciding which news outlets to trust.  

This is another step that builds on years of research documenting how trust in news is often highly dependent on political context, correlated with interpersonal trust and trust in other institutions in society. In some countries and at the level of individual brands, trust is often intertwined with political partisanship. It also sometimes in part reflects the volume of media criticism people see, often strategically targeted at independent news media and individual journalists by political actors who use social media and other channels to try to undermine those they see as challenges to their agenda. 2

As part of our survey, we ask all respondents about eight different possible factors that we have derived from qualitative research we have done in the past, from existing academic work, and from input from journalists keen to better understand the drivers of trust in news. (They are not exhaustive, but cover several different factors known to influence people’s relationship with news.) 

Trust factors included in our survey

How important or unimportant are the following to you when it comes to deciding which news outlets to trust?  Whether:   

they have a long history 

they have high journalistic standards  

they are too negative  

they are biassed  

they exaggerate or sensationalise  

they are transparent about how the news is made  

their values are the same as mine 

they represent people like me fairly

The eight factors include some that many journalists associate with trustworthiness – such as high journalistic standards, transparency, freedom from bias, avoiding exaggeration and sensationalism, and representing people fairly.  

They also include factors that are not necessarily associated with trustworthiness from an editorial point of view, but that previous research suggests nonetheless are important in influencing whether people trust news – including whether news outlets have a long history, are seen as too negative, or have the same values as the respondent.  

All these factors are in the eye of the beholder, often necessarily so (there are limits to what people can realistically learn about, e.g., the journalistic standards of specific outlets). What matters when it comes to trust is whether people perceive someone as trustworthy. The ‘coercive power’ these beliefs exercise over journalists – as per the sociological notion of ‘social facts’ – rests on people’s perceptions having real-world consequences, including for which news media they give credence to, engage with, and rely on. 

While there is important variation from country to country, two things stand out looking at our data across all markets. First, while all these factors are important for many respondents (underlining the complexity of what engenders trust), several of those that are most frequently highlighted by respondents as important for how they think about trust are also central to how many journalists think about trustworthiness – in particular transparency, high journalistic standards, and a freedom from bias. Fairness, also often identified as central to trustworthy news reporting, is, in our survey, specifically concerned with whether respondents believe that people like themselves are being represented fairly, and this too is among the factors most frequently underlined as important.  

With data from 47 markets, there is necessarily a lot of important detail and variation, but it is worth highlighting that there is less cross-country variation when it comes to the emphasis on transparency, high standards, and representing people like me fairly than there is on the other factors. And while other factors are also important, they rarely rival these core values. Take the question of whether a news outlet’s values are ‘the same as mine’ – in none of the markets we cover do significantly more respondents identify this as an important factor in deciding which outlets to trust than identify transparency, high standards, and representing people fairly. 

Second, while it is sometimes assumed that different generations and different parts of the political spectrum think very differently about news, our data suggest that this is not actually the case when it comes to factors related to trust. 

If, for example, we compare younger respondents (aged under 35) with older ones (35 and over), the differences are quite small, and not always as one might expect – journalists and editors may associate concerns over social justice and perceived unfairness with younger people, but actually older people are more likely to say this is important for how they think about trust in news.  

Looking more closely at smaller subgroups, people who are more affluent, more highly educated, older, and more on the right politically are more likely to insist on the importance of people like them being represented fairly – our data thus provide quite a different picture from the impression some seem to have of discontent driven by younger, aggrieved lefties. 

With some minor differences, the pattern we see when looking at different generations also holds for education, income, and, as shown in the chart, for gender.  

This relative lack of variation is in itself a striking finding. Almost everything about how people use and think about news is deeply shaped by basic socio-economic factors such as age, income, and education, and people’s relations with media are often influenced by political orientation. But this is not the case for how people think about trust in news overall.  

Thus, our research suggests that much of the public has much in common in terms of what they want from news, and what they want is at least somewhat aligned with what many journalists and media would like to offer them. What varies is not so much which factors people highlight. They are strikingly similar. What varies are the conclusions they come to, reflecting often very different experiences with the news. 

When trust in news is low, the issue is thus generally not that people do not know what to look for. It is that many do not feel they are getting it. If they are right, news has a product problem. If they are wrong, news has a communications problem. 

‘The other divide’ – how political orientation and interest in politics intersects with trust in news  

While our data challenge the idea that younger people think very differently about trust in news from how older people think about it, and suggest education, income, and gender matter less than they do in some other respects, they do underline the importance of people’s relationship with politics – but not in the way that is often assumed. 

Many journalists operate in polarised political environments. Given that many of the most engaged news users – and of the most aggressively expressive voices on social media – are highly partisan, and given that some prominent politicians on the right (e.g., Donald Trump) and sometimes on the left (e.g., Andrés Manuel López Obrador) routinely attack the media, it is often presumed that people on the right think very differently about trust in news from those on the left or in the political centre.  

Certainly they often do when it comes to individual news media brands, and in some countries when it comes to trust in news overall. But they do not when it comes to what factors matter for them in deciding which news outlets to trust. 

Differences between often highly engaged partisans on the right and on the left, or for that matter those with more centrist political orientations, are very small in our data. Instead, the most important political divide in how people think about what factors shape their trust in news is what political scientists call ‘the other divide’, the far less immediately obvious divide between those people who make politics a central part of their lives and those who do not (Krupnikov and Ryan 2022). 

One way to capture this is to break down our respondents by political orientation. Across all markets covered, 15% of our respondents identify as very or fairly left-wing, 14% as very or fairly right-wing, and 50% centre or slightly to the left- or right-of-centre. The remaining 20% answer ‘don’t know’ when asked about their political orientation.  

In discussions often focused on partisan division, this latter, large group is sometimes overlooked. Younger people, people with limited formal education, and people with lower incomes are more likely to be part of it. (Just as they are likely to trust the news less than the public at large.) It is also a group that is over-represented among consistent news avoiders and casual users, so often these are people who have a tenuous connection not only with conventional party politics, but also with the news. 

Just 28% of the respondents who answer ‘don’t know’ when asked about their political orientation say they think they can trust most news most of the time – compared to 43% of those on the left, 42% in the centre, and 45% on the right. And, as the next chart shows, they are far less likely to name any of the eight factors included in our survey as important for how they decide which (if any) news outlets to trust. This often overlooked large minority not only trusts the news less, they are also less sure about how to make up their minds about whom to trust. 

Further illustrating this point, we can shift from political position to political interest. If we compare, across 47 markets, those who say they are interested in politics (27% of the sample) with those who say they are not interested in politics (35%) we find very different levels of trust. Around half (50%) of those interested in politics say they trust most news most of the time compared to 32% of those not interested.  

The gaps in terms of which factors, if any, people identify as important are aligned with those outlined earlier in this chapter. Our qualitative research suggests that those that are not interested in politics are also much less sure about how to even begin to make up their mind about news media that many see as completely intertwined with, even indistinguishable from, political institutions that they often feel distant or even alienated from. 

Securing trust in news calls for different approaches for different parts of the public 

Across the world, our data thus capture two important things. First, most people think in broadly similar terms about what are the most important factors when it comes to deciding which news outlets to trust – transparency, high standards, freedom from bias, and treating people fairly. These are things many journalists aspire to live up to, and for these journalists, it is encouraging to see that there is such an overlap between how many reporters and much of the public think about what makes news worth trusting. The challenge for news media when it comes to winning and maintaining trust is to show that they live up to these expectations. 

In some countries, trust in news is heavily influenced by politics, and people’s trust in individual news brands is often influenced by whether they perceive the outlet in question as editorially aligned with their own political values (or at least not antithetical to them). 

But generally, across differences in age, gender, and to a large extent across differences in education, income, and political orientation in terms of left, centre, and right, most people think in very similar terms about what matters for trust in news – even though they sometimes come to different conclusions both about news in general and particular news outlets. Many might appreciate that some outlets have values that are the same as their own. But when it comes to what people say is decisive for which outlets they trust, this factor is far less frequently mentioned than core issues around transparency, standards, bias, and fairness.  

Second, however, for a large minority of the public with a distant relation to politics – a fifth of our respondents don’t know where they stand in conventional political terms – trust in news is much lower, many of them are less clear about what might help engender trust, and their connection with news is generally more precarious. The same goes for the overlapping group of respondents who are not interested in politics – more than a third. 

The challenge for news media with this part of the public is to overcome the distance and convince them that news is engaging, interesting, and valuable enough to spend time with – and on that basis perhaps over time earn their trust as well. 

1 Our own work includes the three-year Trust in News-project with extensive research across Brazil, India, the UK, and the US (details here ), and last year’s Digital News Report data on media criticism and the relationship between press freedom and public trust in news (More here ).

2 See Schibsted .

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What’s the Best Way to Build Trust at Work?

• Julian Zlatev,
• Justin Berg

Acknowledge your colleague’s difficult emotions.  

The one thing that’s been hit hardest because of the pandemic might be our ability to trust. While some of us will be going back into the office soon, others will not be going back at all, and most of us will only be there for a few days a week.

• Trust is a conviction that is built slowly, over a long period of time, through repeated interactions. How can we build trust under these circumstances?
• Recent studies have shown how acknowledging the emotions of others can foster trust. The act of verbally recognizing someone else’s feelings is perceived as an effortful act and can help form deeper connections with them.
• But not all acknowledgments work equally.  When emotional acknowledgment is seen as motivated by selfish reasons it is not as effective because people assume that the act is done for personal benefit, rather than to help others. It may also be less effective in competitive settings, where people might question the intent of the acknowledger.

Where your work meets your life. See more from Ascend here .

Recent research suggests that our mass shift to working from home during the pandemic has started to corrode our trust in our colleagues . Trust is a conviction that is built slowly, through repeated interactions that take place over a long period of time.

• Alisa Yu graduated from the Stanford School of Business with a PhD in Organizational Behavior. Her research focuses on how people make sense of and talk about emotions at work. She is currently working as a People Scientist at Humu.  
• Julian Zlatev is an Assistant Professor of Business Administration at Harvard Business School. His research focuses on understanding why people engage in prosocial behaviors such as charitable giving and volunteering, as well as what makes people seem trustworthy to others.
• Justin M. Berg is an Assistant Professor of Organizational Behavior at the Stanford Graduate School of Business. His research focuses on creativity and innovation. He studies how to successfully develop, evaluate, and implement creative ideas in and outside organizations.

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