Widely regarded as one of the most comprehensive global studies on trust, the Edelman Trust Barometer delivers a new kind of warning in its 2026 edition. Seventy percent of people worldwide say they are hesitant or unwilling to trust individuals who hold different values, rely on different sources of information, or approach social issues differently. This trend affects more than just personal relationships. It directly shapes institutional interaction, decision-making, and the foundations of social cohesion.
Published for over 25 years, the Edelman Trust Barometer gathers insight from thousands of respondents each year. The main message of the 2026 report is clear: as trust declines, our ability to find solutions also weakens. It is not only up to governments or business leaders to respond. Dialogue-based methods such as mediation must also be re-evaluated in light of this changing reality.
At a time when traditional systems are falling short in addressing polarization, the idea of “trust brokering” gains importance. This concept highlights a broader responsibility for institutions, leaders, and conflict resolution professionals. It requires ethical awareness, strong communication, and well-structured strategies to build trust more intentionally and inclusively.
2026 Trust Landscape: Shrinking Trust, Expanding Responsibility
2026 Trust Landscape: Shrinking Trust, Expanding ResponsibilityThe 2026 Edelman Trust Barometer clearly shows that trust is no longer just a personal sentiment — it has become a structural issue. The report’s top 10 findings reveal why societies are growing apart and why institutions are being called upon to shoulder greater responsibility.
1. Trust is confined within similarity
Seventy percent of respondents say they are reluctant to trust individuals with different values, sources of information, or approaches to social problems. This indicates a narrowing capacity for finding common ground.
2. The trust gap based on income is widening
Since 2012, the trust gap between high- and low-income groups has more than doubled. Trust increasingly correlates with economic privilege.
3. Trust in the local rises while global trust declines
In many countries, people trust domestic companies significantly more than foreign ones. This signals a turn inward, with national preferences shaping institutional choices.
4. Optimism about the future is weakening
Globally, only one-third believe the next generation will live under better conditions. This fading optimism makes it harder to build shared long-term goals.
5. Personal relationships now matter more than institutions
People are turning away from governments and large systems, placing greater trust in those they interact with directly — coworkers, managers, and close circles are filling the trust gap.
6. Trust directly impacts business operations
Many employees report unwillingness to work under leaders whose values they don’t share. Trust deficits are showing concrete effects on productivity and engagement.
7. Institutions fall short of trust expectations
There is a clear gap between the role society expects institutions to play in building trust and how well they are seen to be performing that role.
8. Employers emerge as the leading trust bridge
The report shows that employers are uniquely positioned to foster trust across divided groups. Shared identity, inclusive teams, and communication skills are key.
9. Leaders are expected to lead by example
There is strong demand for CEOs and senior leaders to model trust-building behaviors. Yet public perception suggests these expectations are not fully met.
10. Trusted voices help open closed doors
People are more likely to engage with institutions they were once skeptical about when encouraged by someone they already trust. Trust can spread indirectly but powerfully.
Taken together, these 10 findings present a clear picture: as trust narrows, the need for capable trust-builders increases. This opens up a new space of responsibility for professionals who are skilled in dialogue, interpretation, and creating shared understanding.
Rebuilding Trust Through Dialogue-Based Resolution Methods
In an era where trust is diminishing at a societal level, the search for solutions must move beyond traditional frameworks. Legal norms and formal decision-making processes are no longer sufficient on their own. What is needed now are spaces where people can listen to one another, make sense of differing views, and collaborate on meaningful solutions.
This is where dialogue-based resolution methods—such as mediation, facilitation, and structured negotiation—come into play. These are not merely technical tools; they serve as mechanisms for rebuilding and sustaining trust.
One of the most striking findings of the 2026 Edelman Trust Barometer directly relates to this need: people are turning away from those who are different, choosing instead to place trust in like-minded communities. This shift weakens society’s collective capacity to make decisions and find common ground.
For this reason, methods that can build bridges between different sides and foster constructive dialogue must be reimagined—not just as part of the legal system, but as essential components of business practices, public policies, and community structures.
Why Should Institutions Act as Trust Brokers?
The 2026 Edelman Trust Barometer clearly shows that institutions must be more than service providers—they must become stewards and builders of social trust. According to the report, individuals now place the greatest trust in their own employers. Trust in government, media, and civil society actors is declining, while organizations that people interact with directly—especially employers—are emerging as the most effective “trust brokers.”
This finding suggests that institutions need to redefine more than just their internal communication strategies. They must reconsider their decision-making models, foster a culture of internal dialogue, and rethink their role in broader social responsibility. The goal is no longer just to deliver a product or service; it is to create value, foster understanding, and build constructive bridges across differences.
In this context, alternative dispute resolution methods become powerful tools for enhancing dialogue capacity across various dimensions—from internal communications to supplier relationships—within the institutional structure.
The New Architect of Institutional Trust: The “My Employer” Approach
One of the most compelling findings of the 2026 Edelman Trust Barometer is that individuals now define institutional trust primarily through their own employers. Globally, 58% of respondents believe that their employer is the only institution truly effective at building trust between people with differing values and beliefs. Governments, media, and civil society organizations are facing significant trust deficits in this area.
This data highlights a shift: institutions are no longer just producers of goods or services—they have become spaces where social trust is generated. In the face of value-based conflicts such as cultural differences, generational expectations, or work ethic disagreements, it becomes critical for leaders and HR departments to design trust-building dialogues within the organization.
This is where structured communication tools such as mediation come into play. Integrated into corporate strategy, these models are no longer merely internal policies, but central components of a broader architecture of trust that is directly tied to institutional sustainability.
Ombudsman Systems: A Structural Pathway to Institutional Trust
The trust erosion highlighted in the 2026 Edelman Trust Barometer does not only affect personal relationships—it directly impacts internal dynamics and public perception of institutions. As such, establishing systems that safeguard institutional trust is no longer optional, but essential.
Corporate ombudsman systems offer a structured and transparent mechanism for addressing internal tensions. However, the ombudsman’s role should not be limited to handling complaints. It must also be positioned as a system that observes the institutional culture, monitors its internal dynamics, and contributes actionable insights for improvement.
Two foundational components are critical for these systems to operate effectively:
Structured Planning: An ombudsman function must be designed with clear procedures tailored to the organization’s size and structure. Roles, responsibilities, confidentiality principles, and reporting channels must be explicitly defined.
Feedback Integration: Ombudsman mechanisms should not function merely as listening posts—they should also feed insights back into decision-making processes. When organizations integrate this system into policy development and operational improvement, it yields meaningful results.
Ultimately, an institutional ombudsman system is not just a tool for resolving disputes; it is a strategic model that enables organizations to become responsive, reflective, and capable of evolving in alignment with internal trust dynamics.
What Services Does ADRİstanbul Offer in This Field?
The 2026 Edelman Trust Barometer clearly shows that institutions must assume new responsibilities in the face of a growing global trust crisis. ADRİstanbul addresses this need through the following solution models:
Corporate Mediation Services
Tailored mediation practices designed to help employers build trust-based structures among employees and stakeholders.
Dialogue-Based Training Programs
Workshops and training sessions for leaders and HR professionals focusing on inclusive communication, trust-building leadership, and conflict prevention strategies.
Review of Institutional Policies
Consulting services to revise internal codes of ethics, complaint mechanisms, and communication cultures with a focus on sustainability and inclusivity.
Corporate Ombudsman System Consulting
ADRİstanbul provides guidance for the design and implementation of custom ombudsman systems in organizations. This includes support for establishing transparent and trust-based structures, as well as planning procedures and integrating feedback mechanisms into institutional processes.
ADRİstanbul is committed not only to resolving disputes but also to helping organizations build and sustain environments grounded in trust.
Which Sustainable Development Goals Does This Article Support?
Frequently Asked Questions (FAQ)
What is the Edelman Trust Barometer?
The Edelman Trust Barometer is a comprehensive global study that has measured public trust in institutions, leaders, and systems for over 20 years. It analyzes levels of trust in governments, businesses, media, and civil society.
What is the key message of the 2026 Edelman Trust Report?
The report reveals that people are increasingly reluctant to trust those with different values, sources of information, or perspectives. This trend undermines cooperation, social cohesion, and decision-making. The report highlights the urgent need for constructive mechanisms such as trust brokering.
Why is mediation important in this context?
Mediation and other dialogue-based methods offer structured platforms where people with different views can come together, listen, and find common ground. These processes are vital tools for rebuilding trust.
What does the report mean for the business world?
According to the 2026 report, “my employer” is now the most trusted institution. This means organizations are expected not only to produce goods or services but also to foster trust, shared values, and meaning through their structures and cultures.
How can I benefit from this article?
This article can serve as a valuable resource for professionals in corporate communication, human resources, leadership, and sustainability. It offers insight into building organizational trust and fostering meaningful dialogue across differences.
References
Edelman. (2026). Edelman Trust Barometer 2026 – Global Report. Edelman.
https://www.edelman.com/trust/2026/trust-barometer
Edelman. (2026). Top 10 Findings – Trust Amid Insularity.
https://www.edelman.com/trust/2026/top10
Edelman, R. (2026). Insularity: The Next Crisis of Trust.
https://www.edelman.com/insights/insularity-next-crisis-trust
United Nations. (n.d.). Sustainable Development Goals (SDGs).
