As more organisations continue bringing employees back to the office, workplace politics appears to be becoming more visible. A recent survey of over 1,000 employees in the US suggests that office-based work may be reviving behaviours such as blame-shifting, backstabbing and career-driven sabotage.
The survey, conducted by Resume Now, found that 40 per cent of respondents admitted to sabotaging a colleague at some point to improve their own career prospects. The findings point to growing concerns around trust and collaboration as organisations encourage greater in-person interaction.
The study also revealed that many employees have experienced being on the receiving end of workplace politics. Around 61 per cent said they had been “thrown under the bus” by a colleague, while nearly one-third reported witnessing acts of workplace backstabbing every week. Interestingly, 73 per cent claimed they had never engaged in such behaviour themselves, despite many reporting that they had experienced it.
According to the survey, career advancement and self-preservation remain the biggest drivers of workplace sabotage. More than a quarter of respondents reportedly said they had seen colleagues shift blame for their own mistakes onto others. Another 21 per cent reported instances where negative information about co-workers was shared with managers, while 10 per cent said colleagues deliberately withheld information that could have helped others succeed. About six per cent reported witnessing deliberate attempts to set someone up for failure.
The survey also highlighted differences across generations. Gen Z and Millennial employees were perceived to be twice as likely as Gen X and Baby Boomers to engage in workplace sabotage. However, nearly half of respondents believed blame culture exists across all age groups, suggesting it is more closely linked to organisational culture than generational behaviour.
Leadership practices also emerged as a concern. One in four respondents said they believed their manager had deliberately set them up to fail. The report suggests that younger employees may be modelling behaviours they observe from leaders, particularly in highly- competitive work environments.
The findings underline the importance of creating psychologically safe workplaces where accountability, transparency and collaboration are prioritised. As organisations refine their return-to-office strategies, fostering healthy workplace relationships may prove just as critical as improving attendance and productivity.
