This article examines the interpersonal relationships between lead commanders and senior investigating officers in high-profile critical incidents and focuses on the influence trust and mistrust have on investigative decision making of senior officers. Semistructured interviews were conducted with officers who have recent experience within lead command groups as senior officer, lead commander, and head of criminal investigation department or advisor in a number of high-profile critical incidents across the United Kingdom. Thematic analysis identified trust as the key emergent theme. Factors that either facilitate and/or inhibit the development of trust, such as previous experiences, perceptions of skills competence, ability, and theoretical contributions relative to trust building in organizational settings are reflected upon. Broadly speaking, the article indicates that previous knowledge and experience do influence the development of trust in organizational relationships. Trust development within critical incident management roles is thereby crucial to decision making in high-profile critical incidents. Policy implications are noted.
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