The Corporate Conundrum: Why Do People Choose Toxic Workplaces?
As someone who has recently navigated the turbulent waters of corporate employment, I find myself pondering a perplexing question: What draws individuals to large organizations and corporate roles, especially when my experience has left much to be desired?
For the first eight years of my career, I thrived in a small company with an intimate team of around 200 people. The structure was refreshingly flat, with just three layers: the CEO, a manager, and junior staffers. This setup fostered collaboration, mentorship, and a sense of belonging, with senior team members being directly involved in our day-to-day experiences.
However, my recent shift to a Fortune 500 company turned out to be a stark contrast to my previous role. Unfortunately, I soon discovered that the corporate environment was rife with challenges that I found both surprising and disheartening. My encounters included miscommunication, a toxic workplace culture, and a clear lack of collaboration. Many seemed more focused on undermining colleagues than on achieving collective goals, creating a pervasive atmosphere infused with negativity and competition.
This experience clashed with my core values. I had always believed that going to work meant contributing positively to the company, supporting my team, and finding ways to drive collective success. Yet in this new setting, I felt as though my time was wasted on office politics, gossip, and unhealthy rivalries rather than on genuine productivity or growth.
After reading similar sentiments shared on platforms like Reddit, I couldn’t help but wonder: If many people share my unfavorable experiences, why do so many still aspire to join such organizations? Is it simply a case of accepting toxic norms as a way of life? Do individuals genuinely enjoy this kind of environment and choose to invest their careers—20 to 30 years worth—in these corporate cultures?
I often felt as if I had stepped into an alternate reality. Although I recognize my relative inexperience in a corporate setting, it left me questioning the very nature of these organizational practices. Is this truly how businesses succeed, or is it merely an illusive facade that traps individuals in unfulfilling roles?
Despite my turmoil, I can’t help but seek closure on this matter. While I sat in meetings, baffled by the antics that unfolded around me, my colleagues appeared unfazed, as if accepting such behavior as the norm. What am I missing? There’s clearly something deeper at play motivating this mode of working—because, otherwise, why would people continue
