Of first impressions, shattered trust, and apology: impact on interpersonal trust and team dynamics

This study aimed to investigate the dynamics of trust formation in the work context. Specifically, the study aims to test how first impressions and new information about a new team member (1) interact to determine interpersonal trust in this person, and (2) influence perceptions of the wider work team.

We present the findings of a preregistered experimental study conducted amongst employees in Northwestern Switzerland (N = 204). We relied on a hiring paradigm, using a bogus job interview video to manipulate first impressions of a job candidate through her response to an accusation of past trust violation (denial vs. apology). This was followed by new positive information about the job candidate. Outcomes included the perceived trustworthiness of, and trust in the job candidate, as well as the anticipated team dynamics if the person were to join the participant's work team.

Contradicting a congruence bias hypothesis, the results showed a sustained positive effect of first impressions (specifically, the impact of apology over denial), demonstrating an additive, rather than multiplicative, positive effect of the new information on (1) perceived trustworthiness and interpersonal trust as well as (2) collaborative culture, perceived performance, and satisfaction with team functioning.

We highlight theoretical implications for belief updating research and suggest applications for trust interventions in the workplace.