Edelman Trust Barometer 2026: 70% retreat into insularity

Summary

The 2026 Edelman Trust Barometer shows a shift from polarisation to widespread insularity: 70% of people hold an ‘insular-trust mindset’ and are reluctant to trust those different from them. The survey of over 33,000 respondents across 28 countries finds declining trust in shared institutions (government, media, NGOs) and rising trust in local circles — family, friends, coworkers and, importantly, one’s own CEO.

The retreat is fuelled by fear (job loss, economic strain, AI disruption, geopolitical tensions and misinformation). That fear drives people to seek comfort in similar groups, which harms collaboration, creativity and productivity at work. Edelman recommends businesses act as ‘trust brokers’ and leaders and HR should facilitate cross-group understanding, practise transparent communication and design systems that allow difference to coexist without conflict.

Key Points

70% of people display an insular-trust mindset — unwilling or hesitant to trust those who are different.
61% avoid information sources with differing political views (up 6% since 2025).
Trust in shared institutions is falling while trust in local circles (family, friends, coworkers) rises; 61% of insular employees trust their own CEO.
Insularity damages productivity: 42% would rather switch departments than report to a manager with different values; 34% would put less effort into projects led by someone with differing political beliefs.
Fear is a core driver: concerns about trade, recession and AI disproportionately affect lower earners and drive withdrawal into familiar networks.
Edelman’s remedy is ‘trust brokering’ — leaders and HR acting to surface common ground, invite challenge and translate different experiences into mutual understanding.
Practical leader actions: consult diverse voices on decisions, welcome challenge, communicate candidly and deliver on promises rather than performative rhetoric.
HR’s role must evolve from enforcing alignment to designing systems and operating models that enable cooperation without enforced consensus.

Why should I read this?

Short version: people are closing ranks and it’s already affecting how teams work. If you manage people, run HR or lead a business, this is a clear warning — and a straightforward playbook. Read it to spot where insularity might be stalling innovation in your organisation and to pick up practical steps you can start using straight away to rebuild cross-group trust.

Author take

Punchy view: This isn’t academic — it’s urgent. With business currently the most trusted institution, leaders have a one-off window to stop insularity becoming entrenched. Act now: invite dissent, be transparent, and let HR redesign how difference lives in your teams. Do that and you protect productivity; ignore it and you’ll see collaboration and creativity erode.