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Rebuilding Trust Through Optimism
Rebuilding Trust Through Optimism
Centre for Optimism Chair Robert Masters AM
The continuing erosion of trust in governments and corporations is a pressing concern not only for these sectors but also for society as a whole.
This decline in confidence undermines social cohesion, weakens institutions, and threatens long-term stability.
According to Richard Edelman, President and CEO of Edelman, speaking at the launch of the 2026 Edelman Trust Barometer in January this year: “We see that there’s a terrible loss of optimism. Only 15 per cent of respondents in developed countries believe their families will be better off in the next generation.”
This stark assessment, delivered at the World Economic Forum (WEF) in Davos, Switzerland, reflects a growing sense of disillusionment and pessimism about the future.
Reversing this trend requires more than reactive messaging; it demands a deliberate and sustained effort to rebuild trust through meaningful action and principled leadership.
In this context, the Centre for Optimism’s Optimism Principle offers a vital framework for leaders in both government and business.
The principle positions optimism not as naïve positivity, but as a strategic foundation for policy development and business planning. It recognises that decisions affect not only financial and issue outcomes, but also reputations, social cohesion, and public confidence.
By adopting the Optimism Principle, governments and corporations can foster environments where collaboration, mutual respect, and shared purpose thrive.
It is well established that Trust can only be rebuilt when citizens and stakeholders feel their voices are genuinely valued and their concerns are acknowledged.
Optimism, when embedded into strategy and culture, becomes the catalyst for this.
Optimism facilitates transparent communication, ethical decision-making, and consistent integrity. It also underscores the importance of respecting each other and diverse perspectives. In effect, it provides an important bridge for rebuilding trust and enabling constructive dialogue even in times of disagreement or uncertainty.
To arrest the decline in trust, which has persisted for more than two decades, it is now imperative that governments and corporations champion optimism as a core underpinning of their planning and policy-setting rather than a rhetorical device.
By doing so, they can achieve several outcomes:
- fulfil a clear and compelling vision that is supported by transparent
communication and active stakeholder engagement; - embrace our national values while also cultivating a strong organisational
culture and specific values; - enhanced community involvement and strategic partnerships that
demonstrate a commitment to societal improvement; and - celebrations of success through recognition that reinforces the positive
outcomes of optimism-focused initiatives.
Australia’s own history provides a powerful example of the adoption of the Principle. It's the 125th anniversary of our Federation. On 1 January 1901, our Constitution, our nation’s birth certificate, embodied a profound optimism for the future. It enabled the creation of laws that addressed the rights and needs of the people and, in doing so, fostered inclusion, empowerment and shared ownership of the nation’s future.
As the Prime Minister Anthony Albanese said on Australia Day 2026, "It is always a wonderful day and today's the day to celebrate all that we are, to reflect on how we have got to 2026, but also on the 125th anniversary of our Federation, to look forward with love for each other, with hope, with optimism, and with a commitment to national unity going forward."
It is this same sense of embodiment of the Optimism Principle that will turn the Trust barometer around.
It will lay the foundation for aspirational goals, nurture ownership and respect among employees, customers, and community members, and ultimately build a more resilient, cohesive, and trusting society.
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