The Road to Reconciliation: Antecedents of Victim Willingness to Reconcile Following a Broken Promise

Tomlinson, Edward C.; Dineen, Brian R.; Lewicki, Roy J.

doi:10.1016/j.jm.2003.01.003

Cited by 311 publications

(348 citation statements)

References 46 publications

(73 reference statements)

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“…Furthermore, as relationships mature, they become increasingly habitualized and "taken for granted," fostering reconciliation after a trust breach. This notion is supported by prior literature, which implies that over time trustors tend to develop mental models of their counterpart that provide a basis for habitualized decision making (10) and make a negative deviation (such as a trust breach) more likely to be seen as the exception rather than the rule (7,11).…”

supporting

confidence: 65%

“…We propose that if little relationship experience exists and a trust breach occurs, an individual engages in more conscious learning, complex planning, and increased problem solving with respect to the social relationship. Prior research implies that such cognitive processes may be key to trust recovery after early trust breaches, but this research has not yet provided actual empirical support (7). Furthermore, as relationships mature, they become increasingly habitualized and "taken for granted," fostering reconciliation after a trust breach.…”

mentioning

confidence: 89%

“…Unfortunately, few social relationships endure without a violation of trust (i.e., trust breach), and once broken, trust is notoriously hard to reestablish (4-6). This article aims to improve our understanding of the process of trust recovery after a trust breach (7,8). Specifically, we address the question of why certain kinds of relationships recover better from a trust breach than others and focus on the role of prior relationship experience, one of the most basic and fundamental characteristics of social relationships (9).…”

mentioning

confidence: 99%

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Effect of relationship experience on trust recovery following a breach

Schilke

Reimann

Cook

2013

Proc. Natl. Acad. Sci. U.S.A.

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A violation of trust can have quite different consequences, depending on the nature of the relationship in which the trust breach occurs. In this article, we identify a key relationship characteristic that affects trust recovery: the extent of relationship experience before the trust breach. Across two experiments, this investigation establishes the behavioral effect that greater relationship experience before a trust breach fosters trust recovery. A neuroimaging experiment provides initial evidence that this behavioral effect is possible because of differential activation of two brain systems: while decision making after early trust breaches engages structures of a controlled social cognition system (C-system), specifically the anterior cingulate cortex and lateral frontal cortex, decision making after later trust breaches engages structures of an automatic social cognition system (X-system), specifically the lateral temporal cortex. The present findings make contributions to both social psychological theory and the neurophysiology of trust.T rust is known to facilitate collective undertakings across a variety of contexts (1-3). Unfortunately, few social relationships endure without a violation of trust (i.e., trust breach), and once broken, trust is notoriously hard to reestablish (4-6). This article aims to improve our understanding of the process of trust recovery after a trust breach (7,8). Specifically, we address the question of why certain kinds of relationships recover better from a trust breach than others and focus on the role of prior relationship experience, one of the most basic and fundamental characteristics of social relationships (9). We propose that greater relationship experience before a trust breach facilitates trust recovery. In other words, the longer the relationship history before a trust breach, the more likely is recovery from such a breach. However, if the trust breach occurs in an earlier stage when trust is still partial, tentative, and fragile, we expect trust to be particularly susceptible to enduring damage by a trust breach, suggesting a weaker recovery of trust.Beyond identifying a direct relationship between prebreach experience and postbreach trust levels, we analyze key mechanisms underlying this relationship. We propose that if little relationship experience exists and a trust breach occurs, an individual engages in more conscious learning, complex planning, and increased problem solving with respect to the social relationship. Prior research implies that such cognitive processes may be key to trust recovery after early trust breaches, but this research has not yet provided actual empirical support (7). Furthermore, as relationships mature, they become increasingly habitualized and "taken for granted," fostering reconciliation after a trust breach. This notion is supported by prior literature, which implies that over time trustors tend to develop mental models of their counterpart that provide a basis for habitualized decision making (10) and make a negative deviation (suc...

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confidence: 65%

mentioning

confidence: 89%

mentioning

confidence: 99%

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Effect of relationship experience on trust recovery following a breach

Schilke

Reimann

Cook

2013

Proc. Natl. Acad. Sci. U.S.A.

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“…First; it may be viewed as a selfserving label given by change agents as a reaction by recipients resisting change. Second; the change agents own behaviour can promote resistance, for example the breaking of trust (Cobb, Wooten & Folger, 1995;Tomlinson, Dineen & Lewicki, 2004), personal relationships (Pfeffer, 1994), and incongruent expectations of how the change should occur (Van de Ven & Sun, 2011). Third; the resistance to change may be a positive contribution to the change process (Knowles & Lin, 2004).…”

Section: Change In Organisationsmentioning

confidence: 99%

Moving from contractor to owner operator: impact on safety culture – a case study

Bahn

2012

Employee Relations

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Purpose -The research study investigated whether a change in staffing contractual arrangements, specific training in hazard identification, mentoring of supervisors and the introduction of a robust safety system could improve the organisations safety culture. How safety conditions change under contracted out labour compared to direct labour and the influence that contracting out has on organisational safety culture is explored.Design/methodology/approach -The study used a case study methodology to detail how the change occurred over a six month period in 2011. As part of the analysis a model of the change process and push-pull factors is offered.Findings -As a result of the change all areas saw some improvement. Work-related injury statistics dropped significantly, supervisors were clear of their roles, actively monitoring their crews to ensure they worked in a safer manner than before, and staff were actively addressing work-place hazards. With the safety system in place the organisation should be deemed compliant and diligent by the state auditing authorities. This study has also shown that using contractor workers together with in-house workers that are managed under different safety regimes is problematic. The problems don't occur due to the contractor's safety systems being less robust than the parent company's or that contract workers are themselves less safe; it is the added complexity of managing multiple safety regimes and the lack of trust of the robustness of each system that create conflict.Research limitations/implications -The paper reports on the change process of one mining organisation in Western Australia as a case study from a managerial sample and is thereby limited.Practical implications -This study demonstrates the difficulties in changing safety culture in an underground mining organisation. The paper argues the need for specialised training in identifying hazards by the staff, the mentoring of supervisory staff and the adoption of a robust safety system to support improved safety culture.Originality/value -There is little research conducted in the resources sector researching changes in human resource supply and OHS management, in particular moving from contracted labour to hiring in-house. This case provides an insight into how a change in staffing hiring arrangements together with specific safety initiatives has a positive impact on safety performance.

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“…Based on previous research, we will first investigate whether train delay announcements are more effective when they include a specific rather than an abstract excuse (Frey & Cobb, 2010;Greenberg, 1994;Shapiro et al, 1994). We will furthermore investigate whether apologies have a positive or a negative influence when they are combined with an excuse (Kim et al, 2009;Tomlinson, Dineen, & Lewicki, 2004). Finally, we will investigate whether the influence of an apology depends on whether it refers to the cause or to the consequence of the delay (Kim et al, 2009).…”

Section: Introductionmentioning

confidence: 99%