Shel Holtz's response is to borrow a model from product management — the Kano framework — and apply it to how communicators think about rebuilding trust.
The model splits what organisations do into four buckets: must-be expectations (payroll, benefits — table stakes that avoid a crisis but don't build trust), performance factors (the why behind decisions), exciters and delighters (unexpected proof that the organisation sees its people), and indifferent features (the noise we mistake for communication — including the award-winning newsletter nobody cares about).
Chuck and Jenni explore where most IC teams are actually spending their time, and which bucket has the most potential to shift things.
https://www.linkedin.com/pulse/trust-recession-why-internal-communication-failing-test-holtz-scmp-yymnc/