I began my career in newsrooms, which tend to be distrustful places. Journalists are trained to view leaders skeptically and to ask hard questions. In recent years that attitude has become the norm in many organizations across society. In the 2022 Edelman Trust Barometer, just 42% of respondents expressed trust in government leaders and 49% in CEOs—with 63% contending that business leaders “are purposely trying to mislead people by saying things they know are false.” When workers don’t trust leaders or colleagues, bad things happen in companies.

It doesn’t have to be this way. In his article “Don’t Let Cynicism Undermine Your Workplace,” the Stanford professor Jamil Zaki describes the factors (including misguided management practices) that cause cynicism to grow and offers specific steps leaders can take to quell it. The good news, he writes, is that anticynicism can be taught.

The larger problem Zaki is addressing—conflicts within organizations where people hold increasingly divergent views—has been a frequent topic in our pages recently. Over the past 18 months we’ve published Adam Grant’s article “Persuading the Unpersuadable,” Julia Minson and Francesca Gino’s “Managing a Polarized Workforce,” and Nour Kteily and Eli Finkel’s “Leadership in a Politically Charged Age.” Divisiveness is becoming a defining leadership challenge of our times. We hope you find these articles useful as you face it.

A version of this article appeared in the September–October 2022 issue of Harvard Business Review.