The Corporate Conundrum: Why Do People Choose Toxic Work Environments?

Transitioning from a small company to a large corporate entity can often feel like stepping into an entirely different universe. After spending nearly eight years in a close-knit organization with no more than 200 employees, I recently made the leap to a Fortune 500 company, only to find myself disillusioned by the stark contrast in workplace culture. My experience has left me pondering a question that seems to resonate with many: Why are people attracted to large organizations, especially when the atmosphere can often be so toxic?

In my previous role, the organizational structure was refreshingly straightforward. With just three levels—CEO, Manager, and Junior Staff—it fostered an environment where collaboration and support were part of the daily routine. Performance was celebrated, ideas were freely exchanged, and the focus was on collective growth.

However, upon joining the corporate world, I was greeted by a disconcerting reality filled with backstabbing, gossip, and a general atmosphere of negativity. Instead of teamwork, it felt like a constant competition where individuals were more concerned with self-preservation than the well-being of their colleagues or the company as a whole. I was shocked to find that many engaged in what felt like a never-ending game of deceit, sabotaging one another’s efforts rather than working together for mutual benefits.

In those ten years leading up to my corporate endeavor, I believed that dedication, hard work, and a genuine desire to uplift others were the keys to success. Unfortunately, the corporate culture I encountered was anything but that. I often questioned whether such behavior could truly lead to a thriving business environment. Was this really the accepted norm?

As I dive deeper into discussions on platforms like Reddit, I learn that many others also share a similar discontent. Yet, the practices I encountered seem to persist, leaving me wondering why so many individuals opt into these environments. Do they really find satisfaction in immersing themselves in a culture riddled with negativity for 20 or 30 years?

It feels bizarre to think that this kind of toxicity might be viewed as a pathway to success. Perhaps there’s a hidden rationale behind these practices that I’m just not seeing. Is there a method to this madness that explains why it continues to thrive within corporate structures?

While I recognize that my perspective may be limited—having only recently stepped into this more corporate arena—I can’t shake the feeling that there’s a fundamental disconnect. If such practices yield poor morale