ARE OUR SYSTEMS NEGLIGENT AND THUS…EXPORTERS OF HARM?

WHAT'S THE FUNCTION?

Today I received some news that prompted me to reflect on certain unspoken organisational patterns that I find both deeply unsettling and intellectually compelling.

How can we stop the cycle of passing on toxic staff from organisation to organisation – particularly within the one system? Could this be a psychosocial risk that is being strategically overlooked?

I believe one of the most harmful patterns in today’s workplaces is the quiet transfer of employees who demonstrate ongoing, harmful interpersonal behaviours—individuals who would clearly benefit from intensive relational coaching and structured intervention. These employees often exhibit unresolved relational trauma responses, including persistent patterns of interpersonal dominance, emotional invalidation, and chronic boundary violations. Their behaviour reflects coercive workplace dynamics and creates significant relational harm across teams and systems. Rather than being addressed directly, they are often passed on to new environments (workplaces), where the cycle continues. In many cases, a formal behavioural risk profile could support early identification and guide the development of appropriate support, accountability, and intervention strategies to mitigate future harm…much like a report card or, an internal digital footprint that follows them along their occupational journey to promote development – much like how our children’s behaviours are tracked in school systems.

I am referring to the individuals who repeatedly exhibit bullying, manipulative, or coercive behaviours who are not being developed, supported, or held accountable. They’re simply moved on—handed over to the next unsuspecting organisation to start the same destructive cycle again. This isn't just ineffective leadership. It’s organisational complicity in harm.

Most workplaces are already cottoning onto the concept of psychological safety as the foundation of effective, healthy teams. Indeed, when it's compromised—through fear, intimidation, invalidation, exclusion, or emotional manipulation—the effects are serious. People become anxious, disconnected and silent. Teams fracture. High performers leave...trust dissolves…and systems continue…until someone with a voice steps up and calls it out – not a whistle blower – but a real person who lives their values.   

We must be honest: some of this workplace behaviour mirrors patterns we see in domestic violence—not in physical form, but in its relational dynamics. Power and control. Gaslighting. Isolation. Undermining. Repeated emotional harm. And just like in domestic violence, systems that protect the perpetrator and disbelieve or avoid the discomfort of truth are part of the problem.

When we ignore, excuse, or move on these behaviours, we don’t solve anything—we export harm. These behaviours don’t disappear. They relocate. And their next team inherits the psychological cost. This is not just a personality clash or HR matter. It is a psychosocial risk, and it demands the same seriousness as physical safety breaches. Passing the problem on is workplace negligence.

Organisations need to:

Conduct evidence-based performance reviews that include relational behaviour—not just task completion. Vet the staff you recruit. Vet your recruiters.

Provide targeted intervention, coaching, and psychological development for those harming workplace culture – develop everyone.

Build systems of transparency and restorative accountability—not just conflict avoidance and (silent) exit packages…which serve as repetitive weights.

Recognise coercive workplace behaviours for what they are: workplace violence in a non-physical form. Stop prioritising short-term staffing convenience over long-term culture and safety.

Yes, recruitment shortages are real. But that cannot justify protecting behaviour that damages others. We don’t want workplaces to become systems that accept the silent relocation of industrial abusers. It is important to apply ethical reasoning, consider the overall wellbeing of employees, and encourage environments where employees can prosper.  

Every time we pass on a toxic staff member without development or consequence, we enable the cycle of harm to continue—and we fail those who are doing their best to work with courage, integrity, and care.

It’s time to stop avoiding the discomfort. It’s time to lead with courage—not convenience. Our organisations must have the courage to identify emotional workplace violence and, rather than perpetuating the cycle by passing individuals along, prioritise interventions that build emotional intelligence, accountability, and safer team dynamics.