Workplace Bullying Is Bigger Than Interpersonal Conflict
When people talk about workplace bullying, it’s often framed as a personal conflict—a difficult boss, a toxic coworker, or a personality clash. But that’s not the real story. Workplace bullying is an organizational problem, not just a case of a few bad apples. And yet, we continue to separate bullying from other systemic workplace issues like racism, sexism, and ableism.
The reality is, we would never say racism is just an interpersonal conflict—so why do we treat workplace bullying that way? If an organization allows both bullying and discrimination to exist, it’s not a coincidence. It speaks to a larger culture that tolerates harm and fails to protect employees.
The Fine Line: When Workplace Bullying and Discrimination Overlap
Workplace bullying isn’t always about identity—but if you’re experiencing racism, ableism, sexism, or another form of systemic discrimination, bullying is often part of the package. These issues don’t exist in silos.
If someone is being racially discriminated against at work, bullying is likely happening too. It might look like exclusion, intimidation, or gaslighting—tactics that compound the discrimination they’re already facing. The problem isn’t just who is doing it, but that the organization allows it to continue. Bullying thrives in environments where discrimination is already present.
This is where intersectionality matters. The experience of workplace bullying isn’t the same for everyone—because identities shape workplace dynamics. A Black woman experiencing bullying at work isn’t just dealing with "a difficult colleague"—she’s navigating both racism and sexism in a system that may already be stacked against her. Someone with a disability being ignored, dismissed, or ridiculed at work isn’t just facing "workplace politics"—they’re dealing with ableism and exclusion.
When Workplace Culture Makes It Easy for People to Pile On
One of the most harmful aspects of workplace bullying is how it can become a group activity. The more marginalized someone is, the easier it becomes for others to engage in or ignore the harm being done to them.
It’s not always an obvious, aggressive act. Sometimes, it’s in the silences, the exclusions, and the passive participation of others. When an organization has both a bullying problem and a discrimination problem, it creates conditions where people feel comfortable joining in or looking the other way.
Even more insidious is how workplace culture normalizes discrimination to the point where bullying becomes a survival tactic. If a Black woman is experiencing racism and bullying at work, her Black female colleague may also be navigating racism in the same environment. In some cases, she may feel that the only way to secure her position or advance in the company is to engage in bullying herself. Because bullying often frames the person experiencing it as the problem, participating in it can give her a sense of power and connection to the dominant group—while also allowing her to distance herself from the same racism she is still navigating. In a workplace that already tolerates racism, some individuals may distance themselves from their own identity group or even engage in bullying themselves as a way to navigate the workplace culture and protect their own standing.
This is how bullying and systemic oppression spread within an organization—it’s not just about individuals behaving badly; it’s about a culture that makes certain behaviors acceptable, even necessary, for survival.
And leadership? Too often, they not only let it slide but may also use their power to bully others into silence. Because bullying is still legal, and discrimination—while technically illegal—is often hard to prove. So, when both are happening, the common response is to downplay it, dismiss complaints, or frame it as "a misunderstanding." In some cases, leaders may even pressure employees into silence—directly or indirectly—by making it clear that speaking up will come with consequences. This is how workplaces protect themselves, not the people working in them.
One of the most harmful aspects of workplace bullying is how it can become a group activity. The more marginalized someone is, the easier it becomes for others to engage in or ignore the harm being done to them.
It’s not always an obvious, aggressive act. Sometimes, it’s in the silences, the exclusions, and the passive participation of others. When an organization has both a bullying problem and a discrimination problem, it creates conditions where people feel comfortable joining in or looking the other way.
And leadership? Too often, they let it slide. Because bullying is still legal, and discrimination—while technically illegal—is often hard to prove. So, when both are happening, the common response is to downplay it, dismiss complaints, or frame it as "a misunderstanding." This is how workplaces protect themselves, not the people working in them.
Why Organizations Fail to Take These Issues Seriously
Despite diversity initiatives and corporate policies, many organizations still fail to address workplace bullying and discrimination in a meaningful way. And now, as many corporations are dismantling their DEI initiatives due to external political pressures—including what can only be described as presidential bullying—the risks for marginalized employees are growing even worse. Why? Because they view them as separate problems instead of acknowledging their intersection. At the same time, workplace bullying itself is on the rise—fueled by the same political and corporate shifts that are dismantling DEI efforts. When leadership signals that diversity and inclusion no longer matter, it emboldens workplace hostility, giving people permission to engage in both discrimination and bullying more openly.
How We’ve Separated Workplace Bullying from Discrimination for Too Long
The corporate world often puts workplace bullying in one box and discrimination in another, treating them as unrelated issues. This artificial separation makes it harder to address the full reality of what employees experience.
Final Thoughts: Why This Conversation Needs to Happen Now
Workplace bullying has been dismissed as an individual problem for too long, just like discrimination was once seen as "just the way things are." The truth is, both are systemic issues, and both require systemic solutions. Until organizations recognize this, workplace culture won’t change—no matter how many DEI workshops they host.
The first step is to name the problem. The next step? Demand better.
Keep checking back for more articles on the intersection of workplace bullying and systemic discrimination.
Workplace bullying has been dismissed as an individual problem for too long, just like discrimination was once seen as "just the way things are." The truth is, both are systemic issues, and both require systemic solutions. Until organizations recognize this, workplace culture won’t change—no matter how many DEI workshops they host.
The first step is to name the problem. The next step? Demand better.
When people talk about workplace bullying, it’s often framed as a personal conflict—a difficult boss, a toxic coworker, or a personality clash. But that’s not the real story. Workplace bullying is an organizational problem, not just a case of a few bad apples. And yet, we continue to separate bullying from other systemic workplace issues like racism, sexism, and ableism.
The reality is, we would never say racism is just an interpersonal conflict—so why do we treat workplace bullying that way? If an organization allows both bullying and discrimination to exist, it’s not a coincidence. It speaks to a larger culture that tolerates harm and fails to protect employees.
The Fine Line: When Workplace Bullying and Discrimination Overlap
Workplace bullying isn’t always about identity—but if you’re experiencing racism, ableism, sexism, or another form of systemic discrimination, bullying is often part of the package. These issues don’t exist in silos.
If someone is being racially discriminated against at work, bullying is likely happening too. It might look like exclusion, intimidation, or gaslighting—tactics that compound the discrimination they’re already facing. The problem isn’t just who is doing it, but that the organization allows it to continue. Bullying thrives in environments where discrimination is already present.
This is where intersectionality matters. The experience of workplace bullying isn’t the same for everyone—because identities shape workplace dynamics. A Black woman experiencing bullying at work isn’t just dealing with "a difficult colleague"—she’s navigating both racism and sexism in a system that may already be stacked against her. Someone with a disability being ignored, dismissed, or ridiculed at work isn’t just facing "workplace politics"—they’re dealing with ableism and exclusion.
When Workplace Culture Makes It Easy for People to Pile On
One of the most harmful aspects of workplace bullying is how it can become a group activity. The more marginalized someone is, the easier it becomes for others to engage in or ignore the harm being done to them.
It’s not always an obvious, aggressive act. Sometimes, it’s in the silences, the exclusions, and the passive participation of others. When an organization has both a bullying problem and a discrimination problem, it creates conditions where people feel comfortable joining in or looking the other way.
Even more insidious is how workplace culture normalizes discrimination to the point where bullying becomes a survival tactic. If a Black woman is experiencing racism and bullying at work, her Black female colleague may also be navigating racism in the same environment. In some cases, she may feel that the only way to secure her position or advance in the company is to engage in bullying herself. Because bullying often frames the person experiencing it as the problem, participating in it can give her a sense of power and connection to the dominant group—while also allowing her to distance herself from the same racism she is still navigating. In a workplace that already tolerates racism, some individuals may distance themselves from their own identity group or even engage in bullying themselves as a way to navigate the workplace culture and protect their own standing.
This is how bullying and systemic oppression spread within an organization—it’s not just about individuals behaving badly; it’s about a culture that makes certain behaviors acceptable, even necessary, for survival.
And leadership? Too often, they not only let it slide but may also use their power to bully others into silence. Because bullying is still legal, and discrimination—while technically illegal—is often hard to prove. So, when both are happening, the common response is to downplay it, dismiss complaints, or frame it as "a misunderstanding." In some cases, leaders may even pressure employees into silence—directly or indirectly—by making it clear that speaking up will come with consequences. This is how workplaces protect themselves, not the people working in them.
One of the most harmful aspects of workplace bullying is how it can become a group activity. The more marginalized someone is, the easier it becomes for others to engage in or ignore the harm being done to them.
It’s not always an obvious, aggressive act. Sometimes, it’s in the silences, the exclusions, and the passive participation of others. When an organization has both a bullying problem and a discrimination problem, it creates conditions where people feel comfortable joining in or looking the other way.
And leadership? Too often, they let it slide. Because bullying is still legal, and discrimination—while technically illegal—is often hard to prove. So, when both are happening, the common response is to downplay it, dismiss complaints, or frame it as "a misunderstanding." This is how workplaces protect themselves, not the people working in them.
Why Organizations Fail to Take These Issues Seriously
Despite diversity initiatives and corporate policies, many organizations still fail to address workplace bullying and discrimination in a meaningful way. And now, as many corporations are dismantling their DEI initiatives due to external political pressures—including what can only be described as presidential bullying—the risks for marginalized employees are growing even worse. Why? Because they view them as separate problems instead of acknowledging their intersection. At the same time, workplace bullying itself is on the rise—fueled by the same political and corporate shifts that are dismantling DEI efforts. When leadership signals that diversity and inclusion no longer matter, it emboldens workplace hostility, giving people permission to engage in both discrimination and bullying more openly.
- HR is designed to protect the company, not the employees. When complaints arise, HR often prioritizes minimizing liability over taking real action.
- There’s no consistent legal framework for bullying. While discrimination is illegal (at least on paper), workplace bullying is not—making it easier to ignore or dismiss.
- Companies focus on training over accountability. Anti-bullying and diversity workshops sound good on paper, but they rarely lead to real consequences for those who engage in harmful behavior.
- Leaders often don’t see it as a problem—until it’s a PR issue. Many organizations only take action when workplace toxicity starts affecting their reputation or bottom line. Now, with DEI initiatives being rolled back, there’s even less incentive for leadership to prioritize the safety and well-being of diverse employees, leaving them even more vulnerable to both systemic discrimination and workplace bullying.
How We’ve Separated Workplace Bullying from Discrimination for Too Long
The corporate world often puts workplace bullying in one box and discrimination in another, treating them as unrelated issues. This artificial separation makes it harder to address the full reality of what employees experience.
- Bullying can be used as a tool of discrimination. For example, a workplace that is already hostile to women of color may use bullying tactics (exclusion, verbal attacks, gaslighting) to push them out.
- Ignoring bullying undermines DEI efforts. A company can talk about inclusion all day long, but if they allow bullying to continue, marginalized employees will never feel safe.
- HR policies often lack nuance. Many organizations have clear anti-discrimination policies, but workplace bullying policies are damn near nonexistent—leaving massive gaps where harm continues unchecked. Without explicit protections, employees facing bullying have little recourse, allowing toxic workplace cultures to persist.
Final Thoughts: Why This Conversation Needs to Happen Now
Workplace bullying has been dismissed as an individual problem for too long, just like discrimination was once seen as "just the way things are." The truth is, both are systemic issues, and both require systemic solutions. Until organizations recognize this, workplace culture won’t change—no matter how many DEI workshops they host.
The first step is to name the problem. The next step? Demand better.
Keep checking back for more articles on the intersection of workplace bullying and systemic discrimination.
Workplace bullying has been dismissed as an individual problem for too long, just like discrimination was once seen as "just the way things are." The truth is, both are systemic issues, and both require systemic solutions. Until organizations recognize this, workplace culture won’t change—no matter how many DEI workshops they host.
The first step is to name the problem. The next step? Demand better.