How Implicit Beliefs Influence Trust Recovery

M.  Haselhuhn; M.E.  Schweitzer; A.   Wood

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Article | Psychological Science

How Implicit Beliefs Influence Trust Recovery

by M. Haselhuhn, M.E. Schweitzer and A. Wood

Abstract

After a trust violation, some people are quick to forgive, whereas others never trust again. In this report, we identify a key characteristic that moderates trust recovery: implicit beliefs of moral character. Individuals who believe that moral character can change over time (incremental beliefs) are more likely to trust their counterpart following an apology and trustworthy behavior than are individuals who believe that moral character cannot change (entity beliefs).We demonstrate that a simple but powerful message can induce either entity or incremental beliefs about moral character.

Keywords: Values and Beliefs; Trust;

Format: Print

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Citation:

Haselhuhn, M., M.E. Schweitzer, and A. Wood. "How Implicit Beliefs Influence Trust Recovery." Psychological Science 21, no. 5 (May 2010): 645–648.

About the Author

Alison Wood Brooks

O'Brien Associate Professor of Business Administration

Negotiation, Organizations & Markets

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Case | HBS Case Collection | September 2020

Gong: Resonating Conversational Insights

Alison Wood Brooks and Trevor Spelman

In 2015, Amit Bendov was struck by a realization about a new technology that might be able to transcribe musical notation in real-time, which eventually became known as Gong. Gong’s business proposition was simple: provide software that automatically captures, understands, and analyzes written and spoken sales conversations (not music) to help sales teams sell more effectively. It was a compelling idea with the potential to create significant value for its users. There were, however, many questions. Could the technology live up to its promises? What could salespeople learn from their own conversations and from the best - and worst - salespeople among them? Could leveraging conversational insights make a measurable impact on a company’s bottom line? And how could Gong defend against competitors, both now and in the future?

Keywords: Software; Communication; Sales;

Citation:
Brooks, Alison Wood, and Trevor Spelman. "Gong: Resonating Conversational Insights." Harvard Business School Case 921-015, September 2020. View Details

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Article | Harvard Business Review | July–August 2020

Sarcasm, Self-Deprecation, and Inside Jokes: A User's Guide to Humor at Work

Brad Bitterly and Alison Wood Brooks

Humor is widely considered essential in personal relationships, but in leaders, it’s seen as an ancillary behavior. Though some leaders use humor instinctively, many more could wield it purposefully. Humor helps build interpersonal trust and high-quality work relationships and influences behaviors and attitudes that matter to leadership effectiveness, including employee performance, job satisfaction, organizational commitment, and creativity.
These benefits don’t come without potential costs. The guidelines in this article suggest ways to capture the benefits of humor while avoiding the downside risks.

Keywords: managing people; humor; Leadership; Relationships;

Citation:
Bitterly, Brad, and Alison Wood Brooks. "Sarcasm, Self-Deprecation, and Inside Jokes: A User's Guide to Humor at Work." Harvard Business Review 98, no. 4 (July–August 2020): 96–103. View Details

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Teaching Note | HBS Case Collection | March 2020

The Boss Has the Wrong Idea

Katherine B. Coffman, Alison Wood Brooks, Judith A. Clair, Katherine Chen, Manuela Collis and Kathleen L. McGinn

Teaching Note for HBS Nos. 920-023 and 920-024.

Citation:
Coffman, Katherine B., Alison Wood Brooks, Judith A. Clair, Katherine Chen, Manuela Collis, and Kathleen L. McGinn. "The Boss Has the Wrong Idea." Harvard Business School Teaching Note 920-053, March 2020. View Details

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How Implicit Beliefs Influence Trust Recovery

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