Healing from scourge of invisible wounds at workplaces

In reality, a vital lifeblood that courses through the veins of every organization which shapes our interactions, experiences, and perceptions of the job we dedicate our precious hours to does happen.

Yet, there is a silent spectre haunting this landscape — the chilling environment that is far from a phantom menace.

It is real, pervasive, and has a tangibly detrimental impact on the professional and personal lives of countless individuals.

The shadow of such culture is not an outlier phenomenon but a widespread malaise.

Its effects are painfully evident in the detrimental impact on employee morale, productivity, and overall mental health.

Case in point: the recent upheaval at a renowned Malaysian animation powerhouse, where the management's public discussion of employee issues sparked a storm of public outcry and internal discontent.

The undercurrents of toxicity in the workplace do not spontaneously emerge.

They are the insidious offspring of entrenched societal structures and patterns of communication that create fertile ground for venomousness to take root and flourish.

A key to combating this menace is understanding the architects of its chaos.

Psychological theories shed light on the motivations behind such behaviour: power dynamics, personal insecurities, and past experiences can fuel the fire of toxicity.

We do not seek to excuse such behaviour but to illuminate its origins, allowing us to devise effective countermeasures.

The task of dismantling this so-called culture calls for robust interventions .

On an individual scale, fostering self-awareness and empathy can empower change.

At the team level, nurturing open communication and inclusivity is vital.

On an organizational level, strict enforcement of zero-tolerance policies against these behaviours, coupled with strong support systems, can herald a sea change.

The time has come to introduce a new compass to navigate this treacherous terrain: the Mindfulness, Kindness, and Zest.

'Mindfulness' encourages self-awareness and understanding of others; 'Kindness' fosters a compassionate, supportive work culture;

'Zest' embodies the energy and enthusiasm crucial for maintaining job satisfaction.

This provides a holistic approach to diagnosing, intervening, and preventing the scourge of the mentioned cultures.

Confronting it is another point that is a formidable challenge with necessitates grit, patience, and a steadfast commitment to change.

It is not a solitary endeavour but a collective journey that demands the active participation of every member of the organization, from the top echelons of management to the entry-level employees.

Thus, a call to arms is needed—a rallying cry for all to rise against this insidious foe.

Such act demands acknowledging the existence of the issue, introspecting on our actions and attitudes, and making a conscious commitment to foster a positive, inclusive, and nurturing environment.

It also requires us to stand against actions that breed negativity and exclusion and to uphold the principles of respect, fairness, and dignity.

Leadership also carries a paramount responsibility in this regard. The actions and attitudes of those in positions of power significantly influence the cultural atmosphere.

Leaders must strive to model positive behaviours, foster open communication, and demonstrate a genuine commitment to creating a positive and inclusive culture.

All these are filled with challenges and obstacles, yet the potential rewards make the journey worthwhile.

By shining a light on the spectre of toxic workplace culture, we can begin to dismantle it and replace it with a positive, inclusive, and nurturing environment.

The road ahead is long and arduous, but with an unwavering commitment to change, we can turn the tide and create a future where every workplace as a haven of positivity, respect, and mutual growth.

Is not nice if all leave the ego at the door every morning? And just do some truly great work. A team is a group of people that trust each other.

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Muhamad Khairul Zakaria and Abdul Mutalib Embong are from the English Learning Centre (ELC), Centre of Fundamental and Continuing Education (PPAL), Universiti Malaysia Terengganu (UMT).