动荡中的信任：2026+组织信任现状+Trust+in+Turbulence

TrustinTurbulence:The2026

StateofOrganizationalTrust

HowOrganizationsAbsorbDisruptionWithoutLosingTrust

TrustResearchReportPreparedbyAaronDelgaty,PhDandSparkEffect

ABOUTTHISREPORT

Contents

ExecutiveSummary 3

Foreword 5

DisruptionIsBecoming

MoreCommon 8

OrganizationsAre

Responding,butin

TriageMode 13

DirectManagersArethe

CriticalPointofLeverage 15

DisruptionsThatHit

ClosesttoHome 18

Formorethan40years,SparkEffecthas

specializedintheintersectionofleadershipdevelopmentandorganizationalresilience.Thisresearchbuildsonourpreviousreportandcontinuesalongitudinalstudyofhoworganizationssystematicallybuildand

leveragetrustasameasurablebusiness

asset.Thisreportalsoexploresnewterritory:

theimpactofAIintegrationonteams,theinterventionsthatfosterrepairorexacerbaterupture,andadeeperdiveintothecriticalyetprecariousroleof

managersincreatingtrust.

Thefindingsprovideafoundationfor

practicaltoolsandframeworksthathelpleadersrespondtodisruptionstrategically,minimizingitsimpactwhilecreating

opportunitiesforgreaterresilienceandcompetitiveadvantage.

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EquipManagers,

Don’tLoadThemUp 20

TrustElasticity:What

DisruptionLeavesBehind 21

Conclusion:Trustasa

PerformanceMetric 23

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TrustinTurbulence:The2026StateofOrganizationalTrustExecutiveSummary

Trustremainsastrongpredictor

oforganizational

performance

Thisyear’sTrustresearchdidtwothings:ittestedwhetherthepatternsweidentifiedin2025wouldhold,anditpusheddeeperintothemechanismsbehindthem.The2026findingsreinforcetherelationshipbetweentrust,disruption,intervention,and

organizationalperformance,whilealsorevealingwherethatrelationshipismostvulnerable,andwhereorganizationshavethegreatestopportunitytostrengthenit.

Trustremainsastrongpredictoroforganizationalperformance.

High-trustorganizationsreport35%higherrevenuescores,47%higherretentionscores,and46%highercustomerandindustryreputationscoresthanlow-trustorganizations.

Disruptionisincreasinglythenorm,nottheexception.

Eighty-fivepercentofrespondentsexperiencedatleastonesignificantdisruptionintheprevious24months,upfrom71%in2025.MuchofthatincreaseistiedtoAI-relateddisruption.

Howorganizationsrespondtodisruptionmattersenormously.

Trustfallssharplywhendisruptiongoesunaddressed,butevenmodestintervention

improvesoutcomes.High-qualityinterventioncanraisetrustandTrustElasticity

abovethelevelsreportedbyemployeeswhoexperiencednodisruptionatall.Only

32%ofrespondentsreceivedsupportfromadirectmanager,themostcommon

interventionreported.

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TrustinTurbulence:The2026StateofOrganizationalTrustExecutiveSummary

Directmanagersaretheclearestpointofleverage-andone

ofthemostvulnerable.

Managersupportistheinterventionmoststronglyassociatedwithincreasedtrust,

and84%ofrecipientssayitwashandledwellorverywell.Butmanagersoperate

withlittlemarginforerror,particularlywhenorganizationalchangedirectlyalters

employees'jobs,responsibilities,technology,orsenseofsecurity.

→Theopportunityisnottomakemanagersdomore,buttoequipthembetter.

Organizationsshouldhelpmanagerstranslatechange,givethemthecapacityandresourcestosupportemployeeadaptation,andprovideclearescalationpathsforproblemstheycannotsolvethemselves.

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TrustinTurbulence:The2026StateofOrganizationalTrustForeword

Foreword:WhatWeLearnedLastYear,

andWhatWeLearnedThisYear

Whenwebeganstudyingtrustin2025,wewereinterestedinadeceptivelysimplequestion:

Whathappenstotrustwhenanorganizationexperiencesdisruption?

Wefoundthatwhiledisruptioncreatesoperationalchallenges,italsochangestherelationship

betweenemployeesandtheorganizationsaroundthem.Our2025researchrevealedaclear

pattern.Organizationswithhighlevelsoftrustreportedstrongerrevenue,retention,andreputation.Whendisruptionoccurred,trustbecamemorevulnerable,butthedamagewasnotinevitable.

Howanorganizationrespondstodisruptioncouldpreserve,restore,orevenstrengthentrust.

Wetendtoimagineorganizationaldisruptionassomethingtobesurvived:aperiodofinstabilityafterwhichleadershopetoreturntheorganizationtoitsformerstate.Butourresearchsuggestedthatwhendisruptionwashandledparticularlywell,respondentsreportedlevelsofTrustandTrustElasticitythatexceededthoseofpeoplewhohadexperiencednodisruptionatall.Disruption

createsvulnerability,butthewayanorganizationrespondstothatvulnerabilitycanstrengthentherelationshipratherthanmerelyrepairit.

The2026researchgaveusanopportunitytotestwhetherthosefindingswouldhold,andtheydid.

Acrossanotheryearofdata1,weagainseeastrongrelationshipbetweentrust,disruption,

organizationalresponse,andreportedperformance.High-trustorganizationscontinuetoreportdramaticallystrongeroutcomesthanlow-trustorganizations.

THEROIOFTRUST

4.41

4.4

4.47

4.49

2.99

3.063.08

3.27

4

4

4

4

3.77

3.62

3.65

3.74

.13

.1

.13

.11

2.53.03.54.04.5

Revenue

Retention

CustomerReputationIndustryReputation

MedHighTrust

MedLowTrust

LowTrust

High

Trust

1Datanote:HighTrustorganizationsreportrevenuescores35%higherthanLowTrustorganizations,retentionscores47%5higher,customerreputationscores46%higher,andindustryreputationscores46%higher.

TrustinTurbulence:The2026StateofOrganizationalTrustForeword

Wealsocontinuetoseethecostofleaving

disruptionunaddressed.Amongrespondentswhoexperiencednodisruption,theaverageTrustScorewas82.4.Amongthosewhoexperienceddisruptionbutreceivednoorganizationalintervention,the

averageTrustScorefellto68.3,a17%declinecomparedtotheno-disruptioncontrolgroup.

Interventionchangesthetrajectory.Doing

somethingfollowingdisruptionimprovedaveragetrustsubstantially.Doingitwellimprovedtrust

abovetheno-disruptionbaseline.Respondents

whoexperiencedhigh-qualityinterventionreportedanaverageTrustScoreof86.9,comparedwith

82.4amongthosewhoexperiencednodisruptionand68.3amongthosewhosedisruptionwent

unaddressed.

AverageTrustScores

basedondisruptionresponse:

Disruptionwith

QualityIntervention

86.9

NoDisruption/Baseline

82.4

DisruptionwithoutIntervention

68.3

OrganizationsthathandleadisruptionwelltypicallyseehigherTrustscores.

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TrustinTurbulence:The2026StateofOrganizationalTrustForeword

ThesamepatternappearswhenwelookbeyondTrustScorestoTrustElasticity—theorganization’sabilityto

absorbdisruptionandrecoverfromit.Respondents

whoexperiencedhigh-qualityinterventionreportedanaverageelasticityscoreof42.85,comparedwith39.75amongthosewhoexperiencednodisruptionandjust

33.64amongthosewhoexperienceddisruptionwithoutintervention.Evenrelativelypoorinterventionperformedbetterthandoingnothing.

Intermsofbusinessperformance,thosewhose

interventionsignificantlyimprovedtrustreported41.5%higherrevenuescores,64%higherretentionscores,

44%highercustomerreputationscores,and47%higherindustryreputationscores.

Inotherwords,thecentralfindingfrom2025survived

anotheryearofscrutiny:Disruptiondamagestrustwhenorganizationsallowitto.Butdisruptioncanalsobecomeanopportunitytobuildtrustandbusinessperformancewhenorganizationsrespondwell.

Whenintervention

significantly

improvedtrust:

41.5%higherrevenuescores

64%higherretentionscores

44%higher

customerreputationscores

47%higher

industryreputationscores

Hightrustscorescorrelatetohigherscoresforrevenue,retention,andreputation.

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TrustinTurbulence:The2026StateofOrganizationalTrust

48%

experienced

disruption

associatedwith

useofAl

DisruptionIsBecomingMoreCommon

Whathaschangedistheenvironmentinwhichworkplacetrustplaysout.

In2025,71%ofrespondentsreportedexperiencingatleastonesignificantdisruptionintheprevious24months.In2026,thatfigureroseto85%,an

increaseof14percentagepoints.

Muchofthatincreaseappearsconnectedtoartificialintelligence.Forty-eight

percentofrespondentsexperienceddisruptionassociatedwitheithertheintroductionorongoinguseofAl,upfrom37%in2025.

COMMONDISRUPTIONS

IntroductionofnewAltools,automation,ortechnology

OngoinguseofAltools,automation,ortechnology

Personalcrisis(eg.deathinthefamily/illness)

Mydirectmanagerchanged

Myrolechangedsignificantly

Cultureshift

Organizationalrestructuring/reorganization

Organizationalleadershipturnover

Layoffsorworkforcereductions20%

Noneoftheabove15%ControlGroup

Merger,acquisition,etc.12%

0%5%10%15%20%25%30%35%

Introductionor

ongoinguseofAlisamorecommondisruptorthana

23%22%

personalcrisis

24%

24%

25%

26%

35%

31%

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TrustinTurbulence:The2026StateofOrganizationalTrust

AIisnotnecessarilythemostdisruptiveexperienceineverysense.Personalcrisesstillhavea

greaterimpactonpeople’sday-to-daywork:68%ofrespondentsexperiencingapersonalcrisisdescribeditseffectasconsiderableorextreme,comparedwith53%fortheintroductionofAI.

DISRUPTION|CHANGETODAY-TO-DAYWORK(TOPTWO)

Personalcrisis

Myroleorjobresponsibilitieschangedsignificantly

Merger,acquisition,orintegration withanotherorganizationOrganizationalrestructuringorreorganization

Cultureshift

LayoffsorworkforcereductionsMydirectmanagerchangedIntroductionofAl

Organizationalleadershipturnover

OngoinguseofAl

0%20%40%60%80%100%

Verydisruptive,verycommon

Verydisruptive,butrare

Whileitrankslowerthan

othercrises,morethan

halfoftherespondentsstillexperienceAlashavingaconsiderableimpacton

theirday-to-daywork.

66%

64%

53%

52%

64%

64%

68%

50%

58%

63%

AIdrivesagreateroverallfrequencyofdisruptionsin2026.

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TrustinTurbulence:The2026StateofOrganizationalTrust

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ButAI'scombinationofreachandimpactmakesitdifferent.Whenrespondentswereaskedtoidentifythesingledisruptionthathadthegreatestimpactonthem,theintroductionofAlwasthemostfrequentlyselectedresponseat16%,narrowlyaheadofpersonalcrisisat15%.

DISRUPTION|GREATESTIMPACT

Organizationalleadershipturnover

Cultureshift

7%

7%

Organizational

restructuring

orreorganization

Layoffsor

workforcereductions

10%

OngoinguseofAltools,automation,ortechnology

Other

4%

16%IntroductionofAl

Personalcrisis

13%Myroleorjobresponsibilitieschangedsignificantly

12%

Mydirect

manager

changed

TrustinTurbulence:The2026StateofOrganizationalTrust

Managers

DISRUPTION|GREATESTIMPACT|MANAGERSVS.EMPLOYEES

Theexperienceisalsodifferentformanagers.ManagerswerenearlytwiceaslikelyasemployeestoidentifytheintroductionofAIastheirmostimpactfuldisruption—20%comparedwith11%—andweremorethantwiceaslikelytoidentifytheongoinguseofAIasmostimpactful,13%comparedwith6%.

Cultureshift

Employees

20%

Managersarefarmore

11%

13%

impactedbytheintroductionorongoinguseofAltools

6%

thanemployees.

13%

13%

4%

4%

Employeesaremorelikelytobesignificantlyimpactedbyachangeindirectmanager.

6%

6%

9%

15%

11%

9%

7%

7%

7%

8%

Conversely,employeesaremoreimpactedbypersonalcrisis.

13%

18%

0%5%10%15%20%

ManagersaretwiceaslikelyastheiremployeestoexperienceAIasadisruption.

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TrustinTurbulence:The2026StateofOrganizationalTrust

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Thepeopleorganizationsdependupontohelpemployeesnavigatedisruptionareincreasinglynavigatingsignificantdisruptionthemselves.

Andthatobservationbringsustothecentralquestionof

the2026report.

Lastyear,weestablishedthattrustmatters.We

demonstratedtherelationshipbetweentrust,disruption,recovery,andorganizationalperformance.

Thisyear,wewantedtoknowhowthatrelationshipactuallyworks.

Whathappensbetweenthedisruptionandtheoutcome?Whatdoesaneffectiveinterventionlooklike?Wheredoesorganizationalsupportbreakdown?Whyaresomeformsoftrustmoreresilientthanothers?And,inparticular,whathappensatthepointwhereorganizationaldisruption

becomespersonal:therelationshipbetweenanemployeeandtheirdirectmanager?

Ifthe2026researchvalidatesmuchofwhatwelearnedlastyear,italsoletsustakeacloserlookunderthehood.

Whathappensatthepointwhere

organizationaldisruptionbecomes

personal:therelationshipbetweenanemployeeandtheirdirectmanager?

TrustinTurbulence:The2026StateofOrganizationalTrust

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OrganizationsAreResponding,

butinTriageMode

Whilethefrequencyofdisruptionsisincreasing,andwhile86%oforganizationstakesomeactionwhendisruptionsoccur,effortsarescattershot.

Supportfromadirectmanager-themostcommonleadershipintervention-reachedonly32%.Opportunitiestoaskquestionsreached31%.Clearorganizationalcommunicationreached28%.Accesstoresourcesreachedonly23%.

EXPERIENCESDURINGDISRUPTION|INTERVENTION

Supportfromdirectmanager

32%

Fairtreatment

ofemployees

Opportunitiestoaskquestionsorraiseconcerns

Clearcommunication

fromleadership

Transparencyabout

uncertaintyandtradeoffs

Accesstoresourcesorsupportduringtransition

32%

31%

28%

24%

23%

TriagePattern:

Highoverallinterventionpercentage(86%)butlowinstancesofindividual

interventionssuggestthatorganizationsarelimitedintheresourcesallocatedtoeachemployee.

Thiscreatessomethingofatriagepattern,inwhichtheuseofinterventionisbroadbutshallow.Mostorganizationsappeartobeprovidingintervention.However,themajorityofoursurveyrespondentsreportthattheirorganizationsonlyofferoneortwokindsofsupportfollowingadisruption.

Itisunclearwhetherorganizationsarenotofferingmoreinterventions,orwhetheremployeesare

unawareoftheresourcesavailabletothem;however,wewouldarguethatanemployeenotknowing

aboutabenefitiseffectivelythesameasthemhavingnobenefit.

Whenemployeesengagewithinterventions,theresultsaremixed,withsomereportingsignificantlyimprovedtrust,andsomesignificantlyreducedtrust.Theriskhereisthatthesingleinterventionanemployeereceivesmaynotbetheonetheyneed.

Disruptioniscommon,butmostemployees

onlyreportoneortwoformsofsupportfromtheirorganizationfollowingadisruption.

TrustinTurbulence:The2026StateofOrganizationalTrust

Thatsaid,providingsupportfollowingadisruptioniscritical;thevaluecan’tbeoverstated.

Doingsomethingisgenerallybetterthannothing:modest-qualityinterventionscorrelatedwithanaverageTrustScoreof77.5,comparedwithanaverageof68.3amongrespondentswhoexperienceddisruptionwithoutintervention.

However,doingsomethingwellhasamassivebenefit:high-qualityinterventionpushedaveragetrustto89.7,wellabovetheaverageofthecontrolgroupwhoexperiencedno

disruptionatall.

Arisefrom68.3to89.7mayappearmodestona100-pointscale,butitmarksthedifferencebetweenaLowTrustandaHighTrustorganization.

HighTrustorganizationsenjoy35%higherrevenuescores,47%higherretentionscores,46%highercustomerreputationscores,and46%higherindustryreputationscores.

HIGHTRUSTVS.LOWTRUST|THE4R’S

ComparedtoLowTrust

40%

8

8%

37%

91%

30%

90%

34%

91%

0%20%40%60%80%100%

Organizations,HighTrust

Organizationshave:

35%higher

revenuescores

47%higher

retentionscores

46%higher

customerreputationscores

46%higher

industryreputationscores

Ourindustryreputationhasremainedstrong orimprovedsincethedisruption

LowTrustHighTrust

Ifeffectiveinterventioncanproducehighertrustandagreatercapacitytorecoverfromdisruption,andifdisruptionitselfisbecomingmorecommon,thenbeingabletohandledisruptionwellisbecomingthatmuchmoreimportant.

Withorganizationsandmanagersalreadystretchedthin,triageislikelyheretostay.

Thequestion,then,iswhatkindsofinterventionsarethemostvaluable,andhowcanorganizationsmosteffectivelyreinforcetheircapabilities?

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TrustinTurbulence:The2026StateofOrganizationalTrust

DirectManagersAretheCriticalPoint

ofLeverage

Theclearestpointofleveragemaybethedirectmanager.

Directmanagerssitclosesttotheemployeeexperienceofdisruption.Theyarealreadythemostcommonsourceofsupport,andwhenthatsupportisdeliveredwell,itisoneofthe

strongestbuildersoftrust.Butthedataalsoshowthelimitsofrelyingonthemalone.The

opportunityisnottoplacemoreresponsibilityonmanagers,buttostrengthenthesystems,resources,andcapabilitiesaroundthemsotheycanrespondeffectivelywhendisruption

reachestheirteams.

Employeesgenerallyevaluatedirect-managersupportveryfavorably.Amongrespondentswhoreceivedit,84%saidthatsupportwashandled“well”or“verywell,”thehighestratingofanyinterventionmeasured.Onlyasmallminorityevaluatedmanagersupportpoorly.

HOWWELLHANDLED?

Verywell

Well

43%36%18%

Transparencyaboutuncertaintyandtradeoffs

Adequately

SomewhatpoorlyVerypoorly

25%48%17%

40%40%16%

Fairtreatmentofemployees

41%40%12%

Supportfromdirectmanagerswashandledoverwhelminglywell.

54%30%12%

Changestojobsarenothandledaswell.

25%44%23%

31%36%18%11%

39%

21%

35%

37%40%16%

Changestojobsarenothandledaswell.

23%39%21%12%

40%43%17%

Teamadaptationwasalsohigh.

0%20%40%60%80%100%

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TrustinTurbulence:The2026StateofOrganizationalTrust

Managersupportisalsotheinterventionmoststronglyassociatedwithincreasedtrust.Ofthe32%ofrespondentswhoreceiveddirectsupportfromtheirmanager,79%reportedincreasedtrust.

INTERVENTIONSBYTRUSTIMPACTIncreasedTrust

DecreasedTrust

Clearcommunicationfromorganizationalleadership

Transparencyaboutuncertaintyandtradeoffs

Opportunitiestoaskquestionsorraiseconcerns

FairtreatmentofemployeesSupportfrommydirectmanager

IntroductionofnewtechnologiesortoolsthataffectedmyworkChangestomyroleorjobresponsibilities

Alignmentbetweenchangesandorganizationalgoals AccesstoresourcesorsupportduringthetransitionChangesthataffectedmyjobsecurityorsenseofstabilityMyteamadaptedtoorganizationalchanges

-40%40%60%80%

-4%

-15%-21%

-15%

-9%

-13%-5%

-10%

71%71%74%68%

58%

58%

74%

79%

53%

63%

70%

-31%

-2%

-5%

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TrustinTurbulence:The2026StateofOrganizationalTrust

Yetmanagerrelationshipsalsotakethestrongesthitwhendisruptionsarenothandledwell.

Theirproximitytoemployeesisbothanassetandavulnerability,particularlywhendisruptiondirectlychangesanemployee’swork,role,orsenseofsecurity.

TRUSTSCORES|DOMAINSCORESHIGHVS.LOWQUALITYINTERVENTION

1618202224

22.43

20.57

22.74

20.19

TrustforDirectManagersisthemostimpactedbyqualityof

intervention

1.86

2.55

2.15

2.03

HighQualityLowQuality

20.42

20.27

22.57

22.3

Inotherwords,managerscanbeanextremelyeffectivefrontline,butarealsothemostlikelytotakeahitwhenthingsarehandledpoorly.

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TrustinTurbulence:The2026StateofOrganizationalTrust

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DisruptionsThatHitClosest

toHome

Ifthedirectmanageriswhereorganizationshavethemostleverage,thenextquestioniswhichdisruptionsmanagersneedhelpnavigating.

Thedatapointtowarddisruptionsthatchangethe

employee'sjobitself.Thirty-fivepercentofrespondents

experiencedtheintroductionofnewAltoolsorautomation,31%experienceddisruptionfromtheirongoinguseofAl,

andnearlyaquarterexperiencedasignificantchangein

theirroleorresponsibilities.

Thesechangesmatterbecausetheyreachdirectlyintoemployees'workinglives.Two-thirdsofrespondentswhoexperiencedasignificantrolechangesaiditchanged

theirday-to-dayworkconsiderablyorextremely.MorethanhalfsaidthesameoftheintroductionofAI.

Disruptionsthatchange

anemployee'sjobare

amongthemostcommon:

IntroductionofnewAltoolsorautomation

DisruptionfromongoinguseofAltools

Roleorjobresponsibilitieschangedconsiderably

24%

TrustinTurbulence:The2026StateofOrganizationalTrust

Yetthesearealsoareasorganizationshandlelessconsistentlywell.

Amongthetypesofsupportexamined,respondentswerenearlythreetimesmorelikelytosaythattheintroductionofnewtechnologieswashandledpoorly,andoverfivetimesmorelikelytosaythatchangestotheirrolesandresponsibilitieswerehandledpoorly,

comparedtosupportfromdirectmanagers.

Andwhenthosejob-levelchangesgopoorly,theconsequencesfortrustaresubstantial.

Changesaffectingjobsecuritywerethemostlikelytodecreasetrustinourstudy,at31%,

followedbychangestorolesandresponsibilitiesat21%.Theintroductionofnewtechnologydecreasedtrustforanother15%.Thesewerealsothetypesofdisruptionsleastlikelytobe

handledwell.

5%

4%

2%

0%5%10%15%20%25%30%35%

31%

5%

10%

9%

15%

15%

13%

21

%

TRUSTDESTROYERS|RANKING

Direct-managersupportitself,bycontrast,decreasedtrustforjust4%ofrespondentswhoreceivedit.

Thissuggeststhatthevulnerabilityinthemanagerrelationshipmayhavelesstodowithmanagersthemselvesthanwiththekindsofchangestheyarebeingaskedtomediate.

Managerssitatthepointwhereanorganizationaldecisionbecomesachangeto

someone’sresponsibilities,workflow,skills,orsenseofsecurity.Theirproximitymakesthemuniquelypositionedtohelp—butitalsomeanstheyabsorbthequestions,anxieties,and

uncertaintythosechangescreate.

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TrustinTurbulence:The2026StateofOrganizationalTrust

EquipManagers,Don't

LoadThemUp

Theobvioussolutionmightseemtobemoremanager

training.But86%ofmanagersinourstudyalreadyreportreceivingtrainingordevelopmentintendedtohelpthemleadthroughdisruption.

Theopportunityisnottoloadonmoretrainingscattershot.Itistomakesuretheyareequippedforthemomentstheyareactuallybeingaskedtonavigate,andpreparedto

navigatethosemomentswell.

Ouropen-endedfindingspoint