The Phenomenon of Institutional Betrayal

When you think of the word, “betrayal,” what comes to mind? By definition, the term means “the violation of trust by someone close to you.” This can be an all too common feeling in the workplace. Institutions that promise safety, security, and belonging to workers who occupy marginalized identities may not have their actions and promises aligned. For some marginalized folks, the degrading trust they have for institutions is only worsening as the frequency of microaggressions and workplace trauma continue to impact their personal and professional lives.

But there’s a new term to describe the misalignment of words and actions and the ensuing feelings that come from it: institutional betrayal. First coined by psychologist, Jennifer Freyd , institutional betrayal is described as “wrongdoings perpetrated by an institution upon individuals dependent on that institution, including failure to prevent or respond supportively to wrongdoings by individuals committed within the context of the institution.”

As we work towards diversity, equity, and inclusion (DEI) in organizations, we should ask ourselves: How might our organization be perpetrating wrongdoings in the workplace and not even know it? How does repeatedly dismissing the requests and needs of marginalized workers while showing little accountability for organizational mistakes exacerbate feelings of mistrust and betrayal?

Today, we’ll further define institutional betrayal, see how it shows up in and outside of the workplace, and discuss what organizations can do to take ownership to curb this phenomenon.

What is institutional betrayal?

Even if you haven’t heard of the term institutional betrayal, you’ve probably witnessed it in the workplace. It’s much like the phenomenon of “workplace trauma,” a term used to describe when marginalized people experience the same trauma outside of the workplace as they do inside, for example, when marginalized folks experience colorism hierarchy, gaslighting, and microaggressions in their personal and professional lives.

I would argue that institutional betrayal is a step further. It’s not just the replication of workplace trauma–it’s the overwhelming feeling of betrayal that a marginalized person can experience when institutions don’t follow through on their promises of safety or actively cause harm and wrongdoing without taking accountability. It’s the gut-wrenching reality check that occurs when organizations assure someone that they can feel authentic and safe in a space, but it turns out to be nothing more than empty promises.

“I thought this was a safe space”

These words reverberate from the mouths of marginalized workers all over the country. The idea of workplace safety or safe spaces can be a talking point for many businesses and organizations. Leaders might assure marginalized folks that a particular space is “safe” for them to “be themselves” and show up “authentically.” But when a marginalized person enters the space, they see right away that the supposed “safe mecca” that’s been touted by the organization has no teeth.

Organizations should be careful about promising more inclusive spaces without doing the work to ensure those spaces are truly welcoming and warm to all. Organizations should practice accountability by doing the work of strategically planning initiatives, funding safer spaces and their staff, seeking constructive feedback from marginalized folks, and even hiring a DEI consultant . Organizations and leaders should understand that even with all of these tools, actions, and commitments, the space will never be one hundred percent “safe,” but rather “safer.” And for some marginalized folks, attempting to create a safer space is enough to quell feelings of mistrust and hurt within the organization.

“Our doors are always open”

Organizations may say they offer DEI resources or tell their shareholders they have support groups for marginalized workers. But, if the individuals who need those resources don’t feel supported by them or don’t have an opportunity to express grievances about the workplace culture, those individuals may experience institutional betrayal. They can feel gaslit by an organization that claims the support groups they are a part of have an open door to discuss changes and grievances around DEI. However, the lack of followthrough and pathways for institutional change can cause some individuals to feel jaded and betrayed by the organization’s supposed “open door” policy.

Organizations that say they’re open to feedback from marginalized workers need to uphold that promise. An organization that claims to value DEI but doesn’t actually value hard feedback from their workers is failing to rebuild psychological safety and trust in the workplace. When actions and words don’t align around grievances and receiving feedback, how can we expect marginalized workers to able to show up and feel supported and confident in the organization?

“I can’t breathe”

Outside of the workplace, marginalized communities have felt institutional betrayal for decades. Scholars and activists who have studied the tragic killing of George Floyd and other folks of color have seen the connection between the overarching issue of police brutality and institutional betrayal. The promise of law enforcement institutions is that police officers, and other enforcement bodies will protect all citizens equally and be free of biases. The result is decades of biased policing practices that disproportionately target marginalized people. Institutional betrayal, in this case, shows up as promises of honesty and equality but the result is a resounding mistrust in the word and intentions of law enforcement bodies within certain communities.

At this level, many activists and organizers call for a complete law enforcement reform. But as we’ve seen around the nation, some communities are open to change and others are not. Due to long-standing historical issues, many communities may never feel real trust for law enforcement bodies, but the attempt from enforcement departments and local governments to try to rebuild that trust is a step in the right direction. An acknowledgment of the trauma caused in certain communities has to be made to remedy it. Action must be taken; when it is, that’s a step in the right direction.

Institutional betrayal requires urgent action from organizations

When we hear the phrase workplace trauma, it leaves an impression. No one wants to cause trauma to another person intentionally. But some organizations may not know they are causing trauma to their employees by replicating microaggressions from the outside world and bringing them inside the workplace. Organizations may misunderstand workplace trauma as a personal, not an institutional problem. So when we use the word betrayal, the issue becomes more urgent and relevant to organizations. The issue transforms from someone else’s problem into an institutional problem of building trust and remedying repeated failed actions on the part of the organization. Leaders should see workplace trauma and institutional betrayal as related, but understand both terms require leaders to do something about the issues within their walls and to follow through with action. Leaders and executives should ask themselves: In what ways have our policies or practices retraumatized marginalized workers? How have our policies not protected those who needed it most? What can we do to listen deeper and find solutions for marginalized workers? These questions may lead organizations to find cooperative workplace safety and belonging solutions.

Final thoughts

As more and more institutions implement DEI in the workplace, they may be missing a critical component: action. Saying a space is “safe” or “welcoming” is not enough–we need proof. Marginalized folks and allies need to see organizations dedicated to implementing their DEI initiatives, not perpetuating workplace trauma and institutional betrayal. Marginalized folks should genuinely feel safe in the institutions where they work and live, and see that their policies and procedures around DEI are honest, transparent, and effective. Organizations should ensure their practices and policies are aligned with their actions; if they’re not, be willing to do the work to change them. We all have a responsibility to tread lightly and not cause more trauma and betrayal in the pursuit of “business as usual.” We can all be more conscious of the ways we cause trauma to others and how we can remedy betrayals when they occur. Only through cooperation between marginalized folks and organizations will we be able to walk in the workplace with compassion, safety, and trust.