As the political landscape has grown more contentious in recent years, workplaces (as a microcosm of society) have encountered increased political polarization. Researchers and practitioners alike have noted that political polarization undermines workplace relationships and the trust that sustains them. In response, I integrate trust repair research with the broader conflict management literature to develop a conceptual model of trust repair in politically polarized workplaces. These insights yield a new construct (constructive engagement) posited to occupy a central role in facilitating increased trustworthiness perceptions of a coworker in one’s political outgroup. Drawing from the contact hypothesis (Allport, 1979), I also propose how organizations can create and maintain conditions that strengthen the beneficial effects of constructive engagement. Finally, I argue that repaired perceptions of trustworthiness will lead to repaired trust at both individual and relationship levels, and ultimately more constructive psychological and behavioral outcomes.