Workplace Betrayal Quotes

I hear workplace hookups are really in right now.” I laughed. “Something tells me they’ve been in for a long time.” He took the exit for the Arts District. “This chick sounds like she’s got you sprung.” I took a deep breath. “Lust will do that.” “Can’t have love without lust, man.

The work we should do involves calling for the war on drugs to end, supporting phonics-based reading instruction, and celebrating every political move that helps dilute the conviction that all people need to spend four years living in a dorm before they start training for the workplace. That’s work enough, and it will help change the world.

His workplace has become a rat’s nest of empire building, turf defense, careerism, backstabbing, betrayal, and snitchcraft.

I have encountered narcissism-induced invalidation, rage, betrayal, dismissiveness, manipulation, and gaslighting in my family relationships, intimate relationships, workplace relationships, and friendships

What Is Trust? There are many different models and definitions of trust in the published literature. However, the focus of this book is to learn to build and maintain trust in the workplace. For this purpose, trust is defined as choosing to risk making something you value vulnerable to another person’s actions. When you trust someone, what you make vulnerable can range from concrete things such as money, a job, a promotion, or a particular goal, to less tangible things like a belief you hold, a cherished way of doing things, your “good name,” or even your sense of happiness and well being. Whatever you choose to make vulnerable to the other’s actions, you do so because you believe their actions will support it or, at the very least, will not harm it. Some people tend to extend trust to others easily and with little or no evidence it is warranted. They only withdraw their trust it if is betrayed. Others believe that people must earn their trust by demonstrating trustworthiness. Whether you tend to extend trust more or less easily, you do so by assessing the probability that the other person will support or harm what you value in the future. In this sense choosing to trust or distrust is a risk assessment.

The administration’s denial was also egregiously manifest in its response to the massacre of 13 unarmed soldiers at Fort Hood by an Islamic fanatic, who three and a half years later still has not been brought to trial. The Fort Hood terrorist successfully infiltrated the American military and despite open expressions of hatred against the West was promoted to U.S. Army Major. The Obama administration’s Kafkaesque response to an obvious case of Islamist violence against the U.S. was to classify the terrorist attack as an incident of “workplace violence,” and thus to hide the fact that Hasan was a Muslim soldier in a war against the infidels of the West.

Type II trauma also often occurs within a closed context - such as a family, a religious group, a workplace, a chain of command, or a battle group - usually perpetrated by someone related or known to the victim. As such, it often involves fundamental betrayal of the relationship between the victim and the perpetrator and within the community (Freyd, 1994). It may also involve the betrayal of a particular role and the responsibility associated with the relationship (i.e., parent-child, family member-child, therapist-client, teacher-student, clergy-child/adult congregant, supervisor-employee, military officer-enlisted man or woman). Relational dynamics of this sort have the effect of further complicating the victim's survival adaptations, especially when a superficially caring, loving or seductive relationship is cultivated with the victim (e.g., by an adult mentor such as a priest, coach, or teacher; by an adult who offers a child special favors for compliance; by a superior who acts as a protector or who can offer special favors and career advancement). In a process labelled "selection and grooming", potential abusers seek out as potential victims those who appear insecure, are needy and without resources, and are isolated from others or are obviously neglected by caregivers or those who are in crisis or distress for which they are seeking assistance. This status is then used against the victim to seduce, coerce, and exploit. Such a scenario can lead to trauma bonding between victim and perpetrator (i.e., the development of an attachment bond based on the traumatic relationship and the physical and social contact), creating additional distress and confusion for the victim who takes on the responsibility and guilt for what transpired, often with the encouragement or insinuation of the perpetrator(s) to do so.

The key to solving most of the people problems that afflict organizations is in discovering how we can solve this central workplace self-betrayal.

You are possessed of an instinct—a spirit—that orients you toward the highest good. It calls your soul away from hell and toward heaven. And because it is there, you find yourself frequently disillusioned. People disappoint you. You betray yourself; you lose a meaningful connection to your workplace, boss, or partner. You think, “The world is not set right. It is deeply troubling to me.” That very disenchantment, however, can serve as the indicator of destiny. It speaks of abdicated responsibility—of things left undone, of things that still need to be done. You are irritated about that need. You are annoyed with the government, you are embittered and resentful about your job, you are unhappy with your parents, and you are frustrated with all these people around you who will not take on responsibility. There are, after all, things that are crying out to be accomplished. You are outraged that what needs to be done is not being done. That anger—that outrage—is, however, a doorway. That observation of abdicated responsibility is the indication of destiny and meaning. The part of you that is oriented toward the highest good is pointing out the disjunction between the ideal you can imagine—the ideal that is possessing you—and the reality you are experiencing. There is a gap there, and it is communicating its need to be filled. You can give way to fury, in consequence, and blame it on someone else—and it is not as if other people are not contributing to the problems. Or you can come to understand that your very disappointment is an indication to you from the most fundamental levels of your being that there is something wrong that needs to be set right—and, perhaps, by you.

There’s a particular self-betrayal that almost everyone engages in at work to one degree or another, a self-betrayal concerning the very purpose of what we were hired to do—to focus on helping the organization and its people to achieve results. The key to solving most of the people problems that afflict organizations is in discovering how we can solve this central workplace self-betrayal.

You are possessed of an instinct—a spirit—that orients you toward the highest good. It calls your soul away from hell and toward heaven. And because it is there, you find yourself frequently disillusioned. People disappoint you. You betray yourself; you lose a meaningful connection to your workplace, boss, or partner. You think, “The world is not set right. It is deeply troubling to me.” That very disenchantment, however, can serve as the indicator of destiny. It speaks of abdicated responsibility—of things left undone, of things that still need to be done. You are irritated about that need. You are annoyed with the government, you are embittered and resentful about your job, you are unhappy with your parents, and you are frustrated with all these people around you who will not take on responsibility. There are, after all, things that are crying out to be accomplished. You are outraged that what needs to be done is not being done. That anger—that outrage—is, however, a doorway. That observation of abdicated responsibility is the indication of destiny and meaning. The part of you that is oriented toward the highest good is pointing out the disjunction between the ideal you can imagine—the ideal that is possessing you—and the reality you are experiencing. There is a gap there, and it is communicating its need to be filled. You can give way to fury, in consequence, and blame it on someone else—and it is not as if other people are not contributing to the problems. Or you can come to understand that your very disappointment is an indication to you from the most fundamental levels of your being that there is something wrong that needs to be set right—and, perhaps, by you. What is it, that concern, that care, that irritation, that distraction? It is not the call to happiness. It is the call to the action and adventure that make up a real life.

curly, waist-length brown hair. One at her workplace “kept touching my hair, pulling my curls to watch them bounce back. Rubbing the top. So when I told her to stop and complained to HR [human resources] and my supervisor, she complained that I wasn’t a people person or team member and I had to leave that position for being ‘threatening’ to a coworker.