Consolation Trust Framework
A four-element framework for rebuilding trust with broader stakeholder groups through consolation behaviors, distinct from direct victim reconciliation.
A four-element framework for rebuilding trust with broader stakeholder groups through consolation behaviors, distinct from direct victim reconciliation. Based on third-party consolation in primates that reduces group tension after conflicts.
When to Use Consolation Trust Framework
Use when you need to restore trust with stakeholder groups beyond direct victims - customers who weren't directly affected but lost confidence, investors concerned about governance, the public's perception of your company, or regulators evaluating your fitness to operate.
How to Apply
Demonstrate Genuine Empathy
Center victims' experience, not your inconvenience. BP's 'I want my life back' failed; J&J's 'We are horrified' succeeded.
Questions to Ask
- Does your communication center victims' experience or your inconvenience?
- Are you expressing genuine concern or managing optics?
Outputs
- Empathy-centered communications
- Leadership statements focused on affected parties
Make Consolation Voluntary
Go beyond legal requirements to demonstrate genuine commitment. BP's $65B was mostly legally required; J&J's $100M recall was voluntary.
Questions to Ask
- Are you doing more than legally obligated?
- Would you take these actions even without legal pressure?
Outputs
- Voluntary commitments beyond legal minimums
- Proactive measures not required by settlements
Provide Proportional Consolation
Consolation scale must match harm caused. Massive harm requires massive response, even if 'unfair' relative to fault.
Questions to Ask
- Does consolation scale match harm caused?
- How does your response compare to stakeholder expectations?
Outputs
- Compensation appropriate to harm scale
- Resource allocation matching crisis severity
Combine Financial and Structural
Financial consolation alone is 'checkbook apology.' Must pair with structural changes proving lasting commitment.
Questions to Ask
- Are you changing behavior or just paying for past behavior?
- What structural changes prevent recurrence?
Outputs
- Structural changes alongside financial compensation
- Permanent operational modifications