People go to work hoping for a reliable environment and trustworthy leadership who will provide what is needed for them to work well. This hope is true for any worker, especially those whose work entails exposure to physical or psychological hazards in the service of their community. High rates of "burnout" and psychological distress are becoming increasingly common across all professions. This book explores the impact of harmful leadership practices and workplace cultures on staff while publicly projecting an image of high ethical standing. It investigates those at the frontline of work whose expectations of organizational safety and fairness have not only been breached but betrayed.
This book describes ‘moral injury’, a new way to understand the impact of the “betrayal of what is right by someone in legitimate authority”. This interdisciplinary title presents first-person accounts of those who have experienced betrayal in the workplace and it contains reflections of those accounts from numerous angles so that readers can understand how they too may be impacted by similar experiences. Utilizing psychology, philosophy, theology, and sociology, readers are given an understanding of the latest research on moral injury so they may avoid the damaging impacts that broken workplace cultures and betrayal can have on their own lives and moral virtue. It provides signposts to strategies that move towards 'the good' by avoiding the harmful impacts of resentment and vengeance on their betrayers and, instead, it offers a holistic framework that repairs broken systems and instils hope, healing and a way to grow after the event.
Unexpected Poison: Betrayal and Moral Injury in the Workplace is a fascinating read for health and safety practitioners and any professional in a high-risk industry including aviation, medicine, military, construction, transport and engineering.
Table of Contents:
Part 1: Foundations of workplace betrayal.1. The relationship between identity, meaning and work. 2. Dissonance: What else were you expecting? 3. Betrayal: The personal side of dissonance. Part 2: The Mechanisms of Organisational Betrayal. 4. Faking good: The Halo effect. 5. Organisational Betrayal: Leveraging the Resources of an Organisation to Crush Individuals. 6. Paltering: Halving the Truth. 7. Landing betrayal: The art of scapegoating. 8. Et tu and Mea Culpa. 9. Saving ourselves: Defending virtue. 10. Saving Our Organisations: Courage and Curiosity.
About the Author :
Rev Dr Layson (CESM MAIES) is an Adjunct Research Fellow at Charles Sturt University, Australia, and Director of the NSW/ACT Disaster Recovery Chaplaincy Network, placing pastoral carers in disaster zones. He serves as a volunteer Chaplain with the NSW Ambulance Aeromedical Unit, working alongside his therapy dog, Wallace. Mark's career spans multiple emergency services: seven years as a NSW Police officer, professional firefighting, 18 years as an Anglican Pastor, and over a decade as an ambulance chaplain. His interdisciplinary PhD, funded by the NSW Centre for WHS, explored moral injury in Australian first responders, developing a holistic bio-psycho-social-spiritual framework for organizational culture change. A member of the Australasian Society for Traumatic Stress Studies and certified Emergency Service Manager, Mark's research focuses on wellbeing, psychosocial risk, and moral injury. He regularly presents at national and international conferences.
