"Common workplace problems were framed as personal failings, burnout meant poor time management, low morale meant a lack of resilience, and high turnover meant employees simply weren't a fit."
"Once we started naming the patterns-unpaid overtime, shifting expectations, and write-ups that followed anyone who questioned them-we understood the problem was structural."
"I stopped seeing myself as someone just trying to survive a job and started seeing myself as part of a collective with power."
"After that, people stopped raising concerns, fearing repercussions like write-ups for speaking out about the issues they faced."
Staff at a nonprofit for orphans in New York faced systemic issues like unpaid overtime and shifting expectations, leading to burnout and low morale. Conversations among staff revealed a shared experience of stress and isolation. By documenting their experiences and building trust, they began to recognize their collective power. Despite challenges, such as punitive actions against those who spoke up, the staff aimed to address the structural problems affecting their work environment and well-being.
Read at Nonprofit Quarterly | Civic News. Empowering Nonprofits. Advancing Justice.
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