This article helps workers distinguish ordinary job stress from patterns of discrimination, bullying, or mobbing that signal they are being deliberately targeted at work.
It defines three overlapping forms of harm, discrimination, bullying, and mobbing, and emphasizes that, while the categories differ on paper, the lived experience is of a system organized around one person’s diminishment. It then offers four core diagnostic questions: whether the behaviour is repeated over time, whether rules and standards keep shifting specifically for you, whether you are being isolated and discredited socially, and whether the situation is eroding your health and sense of reality. The piece explains how workplace harm is often disguised in corporate language about “fit,” “tone,” and “performance,” leading conscientious people to blame themselves instead of recognizing targeting. It closes by inviting readers to trust their discomfort as valid data, begin naming the pattern, and seek support, previewing later articles that will map specific bullying and mobbing tactics and practical next steps.
This piece maps how bullying and mobbing show up through recognizable patterns—quiet exclusion, performance “concerns” that only ever stick to one person, and a web of small moves that add up to character assassination. It walks readers through subtle behaviours (being talked over, ghosted, left out of key loops) and louder ones (public shaming, gossip, manufactured complaints) that together signal a coordinated effort to isolate and discredit a target rather than address real performance issues. The article also highlights how group silence and managerial complicity turn individual bad actors into a full system of harm, urging readers to treat these patterns as evidence, not overreaction, and to begin documenting what’s happening over time.
This article explains how to recognize when workplace mistreatment has crossed into discrimination by showing that the real issue is your identity, not your performance. It describes three layers to pay attention to: overt slurs or exclusion tied to protected characteristics, coded language and “personality” critiques that track closely with who you are, and institutional patterns where policies, investigations, and HR responses consistently side against people like you. The piece stresses that many discriminatory systems stay technically “legal” while still being deeply harmful, and it encourages readers to name what is happening as discrimination, document it, and seek rights-based support rather than internalizing blame.
Workplace Harm Articles
This article turns recognition into action, outlining how to respond once you realize you are being targeted at work. It offers concrete guidance on documenting events in detail (what happened, who was present, how it affected you), organizing that record over time, and using it to see patterns instead of isolated “incidents.” It then walks through decision points, whether to stay, report internally, seek legal or medical support, or plan an exit, emphasizing safety, health, and power dynamics rather than abstract ideals of “toughing it out.” Finally, it underscores that silence protects abusive systems, encourages readers to find at least one safe person or channel to stop being silent with, and frames any step taken to protect yourself as an act of integrity, not failure.
This article shows how managers weaponize corporate jargon like “coaching,” “fit,” and “tone” to avoid confronting an actual bully and instead push the target to be more accommodating, resilient, or “professional.” It illustrates a common pattern where leadership reframes clear harmful behaviour as a “personality conflict” or “communication style issue,” then centers the target’s reactions and emotions as the real problem. The piece argues that this euphemistic language helps organizations sidestep their duty of care, preserves the bully’s status, and leaves the harmed worker feeling blamed, gaslit, and increasingly isolated.
This article explains that many workers carry real psychological injuries from work, showing up as nervous-system changes, not just “stress” or “burnout,”even when nothing physical was broken. It distinguishes how these injuries feel in your body (hypervigilance, exhaustion, intrusive replaying, collapse of self‑trust) from how systems label them on paper (diagnoses tied to specific work events and narrow policy definitions). The piece walks through three major pressure points, harmful workplaces, hostile claims processes, and unsafe return‑to‑work plans, and shows how each can deepen anxiety, shame, and distrust when systems turn the injury back onto the worker. It then offers practical ways to cope and regain agency, including writing your story while it’s fresh, building a small “support team” instead of doing everything alone, working with trauma‑informed therapy, and using coaching or advocacy to navigate decisions without losing yourself.