Types of Trust

Solomon and Flores (2003) identify four distinct types of trust that shape how individuals and organizations relate to one another. This language helps challenge the simplistic notion that trust is merely “earned”—instead, trust is seen as a dynamic, emotional skill that is actively built, maintained, broken, and sometimes restored.

Simple trust is the most foundational and unreflective form of trust. It is often established in early childhood, forming the bedrock of our sense of security and optimism about the world. This trust is characterized by an absence of suspicion and a default belief that things (and people) are as they seem. It is unexamined, optimistic, and sometimes naïve, as depicted in the image—simple trust is our belief that the bag of chips contains exactly what is promised on the label. Simple trust is also innocent, uncritical, and automatic. It may provide a sense of safety and stability, especially in familiar or lower-risk situations, but it is vulnerable to betrayal or disappointment, as it does not account for the possibility of deception or error.

Blind trust is trust that persists even in the face of evidence that trust may not be warranted. It is uncritical, unverified, and absolute—often resembling denial. This form of trust is willful; individuals sometimes ignore clear warning signs that their trust is unwarranted and often choose not to question or investigate the circumstances.  Blind trust requires willful self-deception and a denial of contrary evidence.  It can foster strong group cohesion and loyalty, but it is highly dangerous because it leaves individuals and groups open to manipulation, exploitation, or harm.

Cordial hypocrisy is the pretense of trust layered over underlying distrust. It is common in professional and social settings where maintaining appearances is prioritized over genuine connection. This type of trust is superficial, insincere, and serves as a facade to avoid conflict or discomfort.  It helps avoid open conflict in the short term, but it erodes genuine trust over time, creates a toxic environment, and makes authentic collaboration extremely difficult.

Authentic trust is the most mature and resilient form of trust. It is earned, mutual, and resilient.  It is built through honest communication, negotiation, and a willingness to confront and work through breaches or disappointments. People in relationships of authentic trust are fully aware of the risks and limits of that trust, and it remains conditional upon ongoing integrity and accountability. It enables deep collaboration, innovation, and the freedom to take risks together, but requires ongoing effort, vulnerability, and the courage to address conflict openly.

Solomon and Flores argue that while we often begin with simple or basic trust, and sometimes slip into blind trust or cordial hypocrisy, the goal should be to cultivate authentic trust. Authentic trust is not static; it is a living process that requires honesty, negotiation, and a willingness to address the complexities and challenges inherent in all relationships.