But doesn't that destroys the moral and whole career of someones and what if the employee is understanding and communicating all along why the cause..
and why the big corporations don't have rectifying mechanism and why someone worng and someone who culd be potentially good for company and everything.. yet targeted by other colleagues as threat and this kind of targeting is bad and toxic for work places..
Also why these things are not taught in COLLEGES and SCHOOLS about such KIND Of dynamics that happens, We are taught bullying is bad .. but these patterns fo bullying ..
But doesn't that destroys the moral and whole career of someones and what if the employee is understanding and communicating all along why the cause..
and why the big corporations don't have rectifying mechanism and why someone worng and someone who culd be potentially good for company and everything.. yet targeted by other colleagues as threat and this kind of targeting is bad and toxic for work places..
Also why these things are not taught in COLLEGES and SCHOOLS about such KIND Of dynamics that happens, We are taught bullying is bad .. but these patterns fo bullying ..
Think about it…the answer is obvious
Good interview, Natalie.
Well covered - the covert, envy dynamics and systemic aspects of scapegoating.
It helps clarify a part of the psychosocial hazards domain of workplace health and safety.
You’ve likely heard about psychosocial risk legislation being rolled out in Australian states, under Safe Work or Work Safe (one of those).