Toxicity In The Workplace Quotes

Toxic relationships are like a good pasta that has been overcooked.

We all need support, in the workplace and beyond it. When we both give and receive, we stand a much better chance of survival.

WHAT’S THE ONE thing that most affects how much people enjoy their jobs? First and foremost, people thrive when they feel appreciated by their supervisors and colleagues—and that means they sense the appreciation is heartfelt and authentic.

I view the modern workplace as somewhere that you go to have your long term health severely damaged.

The emoluments of toxic workplace is stress & depression, but by the time taxes are taken out, it's just sort of a haggard existence.

I’m now much less of an asset to the company than I could be. I keep my head down and for self-preservation just do my work with little conversation with anyone. Yet the irony is this: in my self-preservation, I’m actually destroying myself. In bottling up my unexpressed feelings, I’m making myself sick emotionally and physically.

Feedback is a gift only when it comes from a person who has earned your trust.

GET TOUGH. Mental and spiritual toughness go together. Deepen your commitment to your most essential values and mentally rehearse the specific ways you can take positive action.

Everyone has an invisible sign hanging from their neck saying ‘Make Me Feel Important.’ Never forget that when working with people.” Mary Kay Ash

The stereotype is that only men are narcissists, sociopaths, and psychopaths. That is completely incorrect. There are many women who are the cause of a toxic relationship, family, workplace, or church setting.     Please

No matter what I did, it was never enough.

SEE THROUGH THE FOG

Bosses use humiliation to dominate.

When you’re through changing, you’re through.” Bruce Barton

When a workplace becomes toxic, its poison spreads beyond its walls and into the lives of its workers and their families.

We need the richness of many good counselors all through our lives and an attitude that nurtures them. That way, we may find the clarity and resilience we need when things go awry.

To those who value words of affirmation, criticism feels like a knife in the heart.

Achieving great accomplishments doesn’t matter much if everyone who helps you get there dies along the way.” Paul White

Trust is a fragile commodity. Know your code of conduct and the values you stand for. Remember: if you wouldn’t want to explain it on ‘60 Minutes,’ don’t do it.

There isn't enough positive self-talk you can practice in a toxic work environment, and there isn't enough strength you can possess to survive.

it became clearer that if there was any doubt in my mind about leaving my job, it had to be set aside.

that I didn't need to suffer to succeed, and a successful career didn't mean compromising my mental health. 

Never assume the long term biological toxicity of your workplace has been characterized, as it probably has not.

Researching the workplace damage to my health has turned into a fascinating voyage of discovery.

You have to be careful about damaging workers health because those damaged workers may publicly research your toxic workplace to discover what made them sick.

[W]e are the ones to blame for enabling and even nourishing the toxic workplaces. In continuing to cooperate with a profoundly unhealthy and exploitative employment system, we become at once the dagger and the wound. Wounds never heal so long as they continue to cooperate with daggers. In a sense, the cure is in the disease itself. Our silence is the disease. Our serious commitment for change and for exposing power abuses and bullies is the cure.

Lord, make me an instrument of thy peace. Where there is hatred, let me sow love; where there is injury, pardon; where there is doubt, faith; where there is despair, hope; where there is sadness, joy; where there is darkness, light.

. There were also multiple ways of earning an income that didn't pose a threat to my well-being. But there weren't various options to choose from when it came to life. I simply had one life, and it was up to me to create great experiences for myself. I

I keep my head down and for self-preservation just do my work with little conversation with anyone. Yet the irony is this: in my self-preservation, I’m actually destroying myself. In bottling up my unexpressed feelings, I’m making myself sick emotionally and physically.

But the story of BPA is not just about gender: it’s also about class. Or at least it’s about gendered class. Fearing a major consumer boycott, most baby-bottle manufacturers voluntarily removed BPA from their products, and while the official US line on BPA is that it is not toxic, the EU and Canada are on their way to banning its use altogether. But the legislation that we have exclusively concerns consumers: no regulatory standard has ever been set for workplace exposure.5 ‘It was ironic to me,’ says occupational health researcher Jim Brophy, ‘that all this talk about the danger for pregnant women and women who had just given birth never extended to the women who were producing these bottles. Those women whose exposures far exceeded anything that you would have in the general environment. There was no talk about the pregnant worker who is on the machine that’s producing this thing.

Just as most American employers give us ‘at will’ employments, our entire existence has become subject to their will. We have arrived at a point where most of our stress is a result of not knowing whether we will get the next paycheck. Exploitative employers love it this way. So long as we are afraid, they are sure to get 100 percent submission from us. We cannot let our toxic way of working be accepted as the norm and as the typical American work ethics. We deserve and can do much, much better than this.

THRIVE ON CHANGE. Many of us get tired of hearing that mantra, especially when we must cope with changes disrupting what we most care about. Yet the relentless acceleration of change requires flexibility of all of us, whatever our skills and roles. We are hurtling into the future, and the future will soon be a very different culture. Like an immigrant to a land with different customs and languages, we have to continually adapt and cultivate mindsets that maintain both our integrity and capacity to contribute.

It seems we have no clue where to draw the line regarding conversations we shouldn't initiate and questions we shouldn't ask. When it comes to matters of the body, there is already enough hell that one is going through; you do not need to add more fuel to it. Although I may not speak for everyone, I know many of us experience body insecurities somehow. It is a struggle for the vast majority. Questioning people about their weight, sexuality, and fertility are conversations that we should refrain from unless initiated by the concerned parties. Even then, when these conversations come up, it is never an invitation for judgment. If ever there was a time when compassion was needed the most, it is when the affected people bring up such topics. What they need the most are compassion and kindness. And sometimes, empathy is just listening

At first glance, professionalism tries to convince you it’s a neutral word, merely meant to signify a collection of behaviors, clothing, and norms “appropriate” for the workplace. We just ask that everyone be professional, the cis white men will say, smiles on their faces, as if they’re not asking for much. We try to maintain a professional office environment. But never has a word in the English language been so loaded with racism, sexism, heteronormativity, or trans exclusion. Whenever someone is telling you to “be professional,” they’re really saying, “be more like me.” If you’re black, “being professional” can often mean speaking differently, avoiding black cultural references, or not wearing natural hair. If you’re not American, “being professional” can mean abandoning your cultural dress for Western business clothes. If you’re not Christian, “being professional” can mean potentially removing your hijab to fit in, sitting by while your officemates ignore your need for kosher or halal food, sucking up the fact that your office puts up a giant Christmas tree every year. If you’re low-income or working class, “being professional” can mean spending money you don’t have on work clothes—“dressing nicely” for a job that may not pay enough for you to really afford to do so. If you’re a woman, “being professional” can mean navigating a veritable minefield of double standards. Show some skin, but don’t be a slut. Wear heels, but not too high, and not too low, either. Wear form-fitting clothes, but not too form-fitting. We offer maternity leave, but don’t “interrupt your career” by taking it. And if you’re trans like me, “being professional” can mean putting your identity away unless it conforms to dominant gender norms.

Effect On Culture Organizations are made up of people. Those people work and “live” there with other people at least 40 hours per week. Like the connective tissue that begins to form when we are injured or when we are healing and becomes a part of who we are, team members are a part of the connective tissue of the organization. What happens when we remove or tear out a piece of that tissue? Not only does it hurt a lot, it causes heavy bleeding. If it doesn’t heal properly, there are complications. We may never regain our function in that area. When good productive people leave, we feel the pain and so does the culture of the team. The only way to mend the tissue permanently is to do the right things to engage and retain them. Spillover Effect We don’t talk about this much, but there is a psychological impact on other productive and engaged employees when they are forced to work with disengaged employees. Whether it is during water cooler talk or just in combined work spaces, the negative energy that disengaged employees pass to the entire team and organization can be toxic. Oftentimes, the disengaged employees are the scapegoats to deeper organizational issues. When we do not look at what is causing them to be disengaged, we enable the spillover effect to continue. Organizations that want a thriving workplace must rid themselves of disengaged employees, not necessarily by termination, but by living by the Laws found in this book. Negative Word Of Mouth Remember that unhappy employees don’t make for good promoters of your brand. In fact, disengaged employees are likely to tell more people and blurt it out all over social media and at every party. Reputationally, this negative word of mouth works against your brand promise. Who are you out in the world to your customers? Whatever that is, it must match who you are to your employees. Loss Of Organizational Stability Stop for a minute and think about what it says to your customers, partners, and investors when your employees keep walking out the door. Potentially, they could be in the middle of a complex project implementation and having a consistent point of contact through that process is key.

believed that many chemicals widely used today are wreaking havoc on all of us, particularly on young children whose brains, immune systems, reproductive systems, and lungs are growing rapidly. “We have abundant evidence that toxic chemicals cause diseases in children,” he said. “We know that air pollution causes asthma and other respiratory diseases. We know that these chemicals cause loss in IQ, shortened attention spans, and behavioral problems, all of which plays out in school and in the workplace as they get older.” Dr.

Keep a list in your journal of all the ways you have responded productively in difficult situations, as well as the impact your response had on others. You may want to review this list before meetings or conversations you anticipate may become challenging.

Finally, the review is an assertion of power for the boss, affirming she is the evaluator — not a coach or mentor. This is not a mutual relationship where the boss and worker are a team that mutually strive for goals. It is not uncommon for a worker to fail and be fired while the boss, the one who should serve as a trainer, is promoted. There is no partnership — only finger pointing and blaming with the intent of creating feelings of job insecurity and generating threats to illicit more productivity.

When our feelings are extremely high, we probably shouldn’t trust our initial perceptions or thoughts. If we have an intense, disproportionate reaction, it is more likely that our response is fueled by cumulative impact or retriggered issues from our past. Any impulsive reaction will usually escalate the difficulty of the situation.

We can also use The Cycle as we anticipate how we may feel triggered in future situations. We can imagine how we might typically react unproductively and then visualize and practice more useful responses

What happened? What were you feeling and thinking? On the -10 to +10 Scale, how intense were your emotions? How did you react? (fight, flight, freeze) What was the impact of your reaction on others? On yourself? On the group’s goals?

To create new positive tracks, add this practice to your morning routine: Imagine 3-4 activities you have planned for the day State aloud your positive intentions for each one or write them in your journal Repeat these intentions a few minutes before you start each of these activities

In the end, you’ll want the power and leverage to quit a bad situation. And it’s okay to quit. Sometimes it’s the only way to save your health or find out what you truly want to be and do in this life. Maybe you don’t want to do anything except take long walks, hang out with your dog, be artistic or musical and putter in the garden. And you know what? That’s just fine. Take a hard look at that dashboard you created at the beginning of this book and see what you really value. I bet somewhere on there is happiness — and you deserve it. So go out there and… don’t work so hard.

We either make ourselves miserable or we make ourselves strong. The amount of work is the same.” ~ Carlos Castaneda

We “create our own reality” by how we choose to make meaning and interpret situations we encounter. Our story creates our feelings, the physiological “warning signs” that we are triggered, and our thoughts about ourselves and others. We are usually unaware of why we created this interpretation and we rarely question its validity or explore the intrapersonal roots that fueled our meaning making. We accept our story as “fact” and are often unaware of how it results in triggered emotions and unconscious reactions.

Just like an athlete improves their performance by visualizing success, we can anticipate potential triggers and practice effective responses. In your journal, write about the following: What is a situation in the near future in which you anticipate you could feel triggered? Write out the common unproductive intentions you have thought in similar situations.

And after they’ve raked you over the coals or simply failed to compliment your effort, be sure and tell yourself you did a good job.

The ability to observe without evaluation is the highest form of intelligence.” ~ Jiddu Krishnamurti

Expecting less from your boss can lead to being pleasantly surprised instead of horribly disappointed. Once you stop seeing him or her as an all-knowing supervisor who should be mentoring and supporting you without criticism, you can accept them better for who they are — as fallible, human and petty as everyone else, prone to bad judgment and hamstrung by the limitations of their education, experience and ego.

the true freedom of this philosophy comes when you are no longer monetarily dependent on an employer.

Unfortunately, once we have reacted, there is no way to undo our impact.

However, in my experience, it takes significant skill to be grounded enough to intentionally choose effective responses. And one of the biggest obstacles is that we rarely realize we are reacting impulsively, much less recognize the impact we are having on others.

my mentor and co-teacher lovingly gave me some feedback and told me that my content was useful but the way I engaged the participants interfered with their learning.

Whenever you are about to find fault with someone, ask yourself the following question: What fault of mine most nearly resembles the one I am about to criticize?” ~ Marcus Aurelius, Meditations

I look in the mirror through the eyes of the child that was me.” ~ Judy Collins

Keeping your personal goals firmly at the forefront ensures you are in the driver’s seat of your career. If you don’t know what you value and what the parameters of your dashboard are, others will define it for you. Breaking or even bending the rules you have established for yourself will always have its price.

Holding On, Letting Go,” that was offered through the National Training Laboratory (NTL).

While I may not appreciate someone’s actions in the moment, it is useful to try to understand and relate to the possible underlying reasons for them. When I shift my focus away from my negative thoughts to think about the reasonable intent and unmet needs of the people whose behavior is the source of my trigger, I am more likely to feel greater empathy and enough distance to de-escalate my emotions to a level from which I can choose a productive response.

The young child asked, “Which one will win the fight?” And the grandfather replied, “Whichever one you feed.” If we replay and obsess about negative thoughts and criticisms, we will strengthen them, and they will win.

If she had, instead, assumed that her colleague was being curious, possibly wanting to know what he needed to do to be selected for similar roles in the future, then she may have felt willing to mention the 2 previous projects she had co-facilitated and how her research was related to the focus on this team’s goals.

Good times don’t always last. Great organizations can lose their momentum. Life and work are difficult for all of us. But we can choose our attitude. And we can seek common cause with those of like spirit who see positive potential in persons and in our fragile workplaces.

Employees are people who live in communities. Let's stop pretending workplaces are separate from community, places where robots go to die.

Research facilities can be very toxic workplaces.

Summit working in professional astronomy is a strange world of hypoxia, altitude sickness, shift work disorder and toxic workplace exposures.

Some things that immigrants learn not to do: 1. Do not call 911. 2. Do not report workplace health and safety violations to management. 3. Do not interact with OSHA. 4. Ignore mental health issues in the workplace. 5. Leave toxic jobs at the earliest opportunity.

The irony is, in the midst of the pressure this creates for both companies and employees, employees also want a culture of accountability. Cultures with a poor accountability structure create a toxic work environment that under-values star performers, incorrectly rewards poor performers, and leaves leaders feeling confused and overwhelmed. In the end, the best employees leave for a culture with greater accountability so that they are no longer adopting the slack of employees who are not being held sufficiently accountable.

Publicly belittling a colleague’s idea in a meeting might be a way to divert attention from your own workplace insecurities.

In my experience, triggers are the prime reason that men and women end up retreating to gender silos, narrowing their experience and depriving themselves of useful connections. That’s what happened when Jen enlisted Chantal to commiserate with her after the meeting in which Mark received credit for her idea. Sharing her resentment with a female colleague may have temporarily relieved the emotional distress Jen felt at being disregarded. But venting her feelings only reinforced the story she was telling herself to explain what had happened: “Men just can’t listen to women!” This increased the likelihood of her remaining stuck in a negative groove. It’s the stories we tell ourselves when we feel triggered that keep us dug in and limit our ability to frame an effective response. Here’s how the process works: First, the trigger kicks off an emotional reaction that blindsides us. We feel a rush of adrenaline, a sinking in the pit of our stomach, a recoil, a blinding rage, or a snide “of course.” Or we may simply feel confusion. Our immediate impulse may be to lash out. But if we’re in a work situation, we fear what this could cost us, so we try to suppress our feelings and move on. When this doesn’t succeed, we may grab the first opportunity to complain to a sympathetic colleague, which is why so much time at work gets consumed in gripe sessions and unproductive gossip. In this way, our response to triggers plays a role in shaping toxic cultures that set us against one another, justify sniping, and waste everybody’s time. But whether we suffer in silence or indulge the urge to vent, the one thing we almost always do when triggered is try to put what happened in some kind of context. This is where storytelling enters the picture. We craft a narrative based on past experience or perceptions in a way that assigns blame, exonerates us, and magnifies impact. Because these stories make us feel better, we may not stop to question whether they are either accurate or useful. Yet the truth is that our go-to stories rarely serve us well. They are especially damaging when they operate across divides: gender, of course (“Men can’t, women just refuse”), but also race, ethnicity, sexual orientation, and age (“They always, they seem incapable of…”). Because these default stories rely on generalizations and stereotypes, they reinforce any biases we may have. This makes it difficult for us to see others in their particularity; instead, they appear to us as members of a group. In addition, because our go-to stories usually emphasize our own innocence (“I had no idea!” “I never guessed he would…”), they often reinforce our feelings of being aggrieved or victimized—an increasing hazard for men as well as women. Since we can’t control other people, our best path is to acknowledge the emotional and mental impact a trigger has on us. This necessary first step can then enable us to choose a response that enhances our dignity and serves our interests.

DOLINSKY’S IMPERATIVE: “Individuals must take it upon themselves to form and grow bubbles of civility within and external to their organizations. Doing so creates new and deeper relationships across stakeholders. It prevents bureaucratic claptrap and friction from descending like a toxic cloud of dissatisfaction. Friction is reduced, and the spread of the workplace zombie virus is slowed.

DOLINSKY’S IMPERATIVE: Individuals must take it upon themselves to form and grow bubbles of civility within and external to their organizations. Doing so creates new and deeper relationships across stakeholders. It prevents bureaucratic claptrap and friction from descending like a toxic cloud of dissatisfaction. Friction is reduced, and the spread of the workplace zombie virus is slowed.

I read a joke somewhere about how Bollywood movies exaggerating about people getting heart attacks as a result of being humiliated was nonsense, because if that were the case, then everyone working in toxic jobs would get one every week. Reading that “joke” actually made me pretty sad about the kind of lives many are being forced to lead. Obviously, people will say they have no choice. Because they need to put food on the table. This is a valid reason. But it’s not just food but also expensive clothes, gadgets, jewelery and accessories. And they need expensive furniture in an expensive house. And then they need an expensive car outside, or maybe two. The more the better The best part, they buy almost all of that using bank loans. Congratulations, now you are a slave till every single one of your debts is paid off, which is probably the next 30 years. Now you just need to choose whom you prefer to make your life hell - Your toxic workplace or the "friendly" people from the collection agency when you default on the loan? What a beautiful life indeed!

It was clear that while ACEs might be a health crisis with a medical problem at its root, its effects ripple out far beyond our biology. Toxic stress affects how we learn, how we parent, how we react at home and at work, and what we create in our communities. It affects our children, our earning potential, and the very ideas we have about what we’re capable of. What starts out in the wiring of one brain cell to another ultimately affects all of the cells of our society, from our families to our schools to our workplaces to our jails.

Whether good or bad, I always have to work with toxic people, enemies, or problem creators. Since I can control all problems, I can do my work more effectively. Finally, working with the above bad people is good for me.

A leadership born from a rigid hierarchy is doomed to stifle creativity and foster toxicity.

No child can avoid emotional pain while growing up, and likewise emotional toxicity seems to be a normal by-product of organizational life—people are fired, unfair policies come from headquarters, frustrated employees turn in anger on others. The causes are legion: abusive bosses or unpleasant coworkers, frustrating procedures, chaotic change. Reactions range from anguish and rage, to lost confidence or hopelessness. Perhaps luckily, we do not have to depend only on the boss. Colleagues, a work team, friends at work, and even the organization itself can create the sense of having a secure base. Everyone in a given workplace contributes to the emotional stew, the sum total of the moods that emerge as they interact through the workday. No matter what our designated role may be, how we do our work, interact, and make each other feel adds to the overall emotional tone. Whether it’s a supervisor or fellow worker who we can turn to when upset, their mere existence has a tonic benefit. For many working people, coworkers become something like a “family,” a group in which members feel a strong emotional attachment for one another. This makes them especially loyal to each other as a team. The stronger the emotional bonds among workers, the more motivated, productive, and satisfied with their work they are. Our sense of engagement and satisfaction at work results in large part from the hundreds and hundreds of daily interactions we have while there, whether with a supervisor, colleagues, or customers. The accumulation and frequency of positive versus negative moments largely determines our satisfaction and ability to perform; small exchanges—a compliment on work well done, a word of support after a setback—add up to how we feel on the job.28

By calling BS on so much of what goes on, this book gives people a closer, more scientific look at many dimensions of leadership behavior. Most important, it encourages everyone to finally stop accepting sugar-laced but toxic potions as cures.

Speculation, the process of expressing and exploring tentative ideas in public, made people, especially in the work setting, intensely vulnerable, and that… people came to experience their workplace meetings as unsafe. People’s willingness to engage in delicate explorations on the edge of their thinking could be easily suppressed by an atmosphere of even minimal competition and judgement. ‘Seemingly acceptable actions such as close questioning of the offerer of an idea, or ignoring the idea … tend to reduce not only his speculation but that of others in the group.’37 Even

comes from sturdy stock and knows how to work hard and take what comes.

Misinformation, rumors, and gossip are making this time stressful for everyone.

When the National Optical Astronomy Observatory (NOAO) found out that Occupational Safety and Health Administration (OSHA) were going to visit the site to assist in bringing it into legal compliance, they freaked out! They insisted that the visit had to be canceled and the result was that I eventually became so sick from the toxic workplace environment that I had no option but to leave.

Rightwingers are fond of warning about the utter mayhem that will ensue if social justice has its way, but the ‘new heaven and new earth’ can unfold with little apparent change to the physical situation (think of the transformation that can happen in a workplace, when the boss is away). It

When a workplace becomes toxic, its poison spreads beyond its walls and into the lives of its workers and their families. In contrast, positive organizations energize and inspire their workers. When forced to downsize, they try to soften reality’s hard edges. Their leaders know organizations thrive when employees thrive.

WE EXPECT COUNSELING centers with their commitments to healing and their high degree of training to be community oases. When those values are violated, it strikes us as very strange. Other organizations dealing with social breakdown and crime often hire less trained employees and sometimes the combustible fumes in the air explode.

It was tough handling angry, troubled kids all day, but that didn’t drain me nearly as much as being snubbed by the professionals who never said a cheerful word, let alone an encouraging one. A smile or a single word of appreciation would have made all the difference.

I look for three things in hiring people. The first is personal integrity, the second is intelligence, and the third is a high energy level. But, if you don’t have the first, the other two will kill you.

In fact, emotions are so shared, organizational psychologists have found that each workplace develops its own group emotion, or “group affective tone,” which over time creates shared “emotion norms” that are proliferated and reinforced by the behavior, both verbal and nonverbal, of the employees.7 We have all encountered office environments that suffer from toxic emotion norms, and now we also know that their bottom-line results suffer because of it.

I have been watching the Democrats run the USA for four years. The police are still corrupt and incompetent, their ‘green’ energy policy is toxic, workplace health and safety enforcement through OSHA is a ‘ghost’, Boeing is a global embarrassment, millions of people are being denied their eligible disability benefits through feeble excuses, mental illness is a national crisis, cities have filled up with the homeless, housing is out of reach to the masses, rents have gone astronomical, their proxy wars have us on the edge of the next nuclear disaster, their unemployment numbers are fraudulent because they do not count the long term unemployed or the disabled, unemployment benefits are cut off to the long term unemployed, illegal immigration went crazy during their term, and so on. I will be using my 2024 USA vote for positive change and that will not be coming from another four years of the Democrats.

If you are not in tune with your intuition, you can miss the divine signs. Also, you may miss divine detours that lead to a better way. If you don’t trust your gut, you may stay in unhealthy dynamics, including toxic workplaces, abusive relationships, and unsafe spaces.

Sexual harassment is an important and deeply painful element of workplace abuse, but there is also the abuse people regularly suffer at the hands of a toxic and narcissistic supervisor who is a bully.

Over time, this results in a workplace in which most people, especially those who are closest to the leader, are chronic yes-men and sycophants and, in that way, the toxic leader is able to maintain a distorted and almost delusional sense that everyone is in agreement

Over time, this results in a workplace in which most people, especially those who are closest to the leader, are chronic yes-men and sycophants and, in that way, the toxic leader is able to maintain a distorted and almost delusional sense that everyone is in agreement with him or her.

A toxic coworker can insert significant stress into your work life, and we know that workplace stress is a form of stress that takes a significant toll on your health. Management and organizational researchers Joel Goh, Jeffrey Pfeffer, and Stefanos Zenios examined the impacts of poor management on health and on the basis of their data concluded that over 120,000 deaths per year and between 5-8 percent of health care costs may be related to workplace management.

Boundaries and documentation are your best defense against toxic coworkers. It is also critical that you keep detailed notes and files on your contribution to product, sales, and other outcomes in the workplace—don’t be surprised if your coworker blithely takes credit for your work. That documentation can be invaluable if there is a need to substantiate your work in the face of his or her claims.

The financial costs are also likely to be quite high. There are no statistics on the cost of narcissistic bosses in terms of productivity, but we can speculate that the cost of toxic behavior in the workplace results in healthcare costs, lost dollars due to disability or inefficiency that results from working with toxic coworkers and bosses, lawsuits resulting from pursuing damages against toxic coworkers and bosses, and other impacts of the toxic workers and bosses on clients, consumers, and the public at large.

To put this into even simpler language, the mold toxin can enter a cell and set off a severe inflammatory process. Most people (75%) are not susceptible to this reaction because they are genetically blessed to be able to bind to and get rid of this toxin before it creates all of this damage. Unfortunately, 25% of the population cannot do so, and are predisposed to being affected by mold toxins and these are the patients who we see with mold toxicity. There is nothing psychological about this genetic predisposition to illness created by mold toxins, but because you can have one or two individuals at home, or in a workplace, profoundly affected by mold toxins, but others will be perfectly fine in the same environment, you can understand how the immediate (and incorrect) assumption that it must be something psychological.

Whitewashing your toxic thoughts and words with positive-thinking affirmations is merely a temporary fix, a band-aid approach.

The illnesses in high altitude professional astronomy are generally a mixture of long term altitude sickness and workplace toxicity.

You have the legal right to a safe workplace.

If they mention your achievements, it seems they assume it steals the limelight that they so desperately crave

Perhaps the uproar and the tantrum were the realization of the lack of control she had on the outcome of other team members' performance, that despite her desire to only be the one recognized, other team leads were comfortable praising their teammates.