Just because their interaction is in this forced form, they actually have reason to expect all others to want to live up to the requirements of their own parts in the enterprise. Each therefore at least partially encapsulates the interests of the others. We may call this swift trust (Meyerson, Weick, and Kramer 1996). … In such contexts, too much personal knowledge and individuating data might even be counterproductive.

Russell Hardin, Trust and Trustworthiness, loc. 394