We've shared a lot of "Why I Quit" stories—each one raw, painful, and damning in its own way. But every so often, a story comes along that cuts through the noise with such brutal clarity, it can't just be folded into the rest. This is one of those stories.
A paramedic reached out with a piece so powerful, so unapologetically honest, that we knew it needed its own spotlight. It speaks to the deep toxicity festering in this workplace—how fear, burnout, and mismanagement are driving out the very people who keep this system alive.
Some stories you have to tell, no matter how uncomfortable they make those in charge. This is one of them.
Do you know what "lateral violence" is? We didn’t either—until this paramedic shared something with us about the idea. On its face, seeing the term lateral violence might make you roll your eyes and groan, “Oh great, here comes the woke nonsense.”
We thought the same—until we read what she shared. And let us tell you, it’s like it was taken right out of the toxic environment thats been cultivated since 2009—it’s a gut-punch reality check.
Here’s our executive summary of it: Lateral violence, also known as workplace bullying, is a serious issue in healthcare. It refers to non-physical, hostile behavior between coworkers, often creating a toxic work environment that harms morale, mental health, and patient care. Studies show between 46% and 100% of nurses experience this during their careers, with superiors or seasoned staff often targeting newer employees.
Why does it happen? Deep-rooted power structures, stress, and a toxic “rite of passage” culture normalize bullying. The consequences are dire: physical and mental health issues, high turnover rates, reduced teamwork, and compromised patient care. One study estimates lateral violence costs the healthcare industry over $4 billion annually in lost productivity and turnover.
A real-world example highlights how nurses can be isolated, undermined, and ignored, leading to depression and job dissatisfaction. While it may seem harmless on the surface, lateral violence erodes trust, collaboration, and the integrity of the healthcare system.
And without further delay, the story by Summer Penney.
AHS: A System Built on Bureaucracy Over Humanity
A Culture That Values Policies Over People
In my experience, Alberta Health Services (AHS) operates as a cold, impersonal system
—one that prioritizes risk management and compliance over humanity and genuine
support. Staff are treated as interchangeable components, with little recognition for their
unique strengths, needs, or contributions.
Accepting my resignation has been a journey of reconciling this reality. Any suggestion
to remain at AHS would likely be accompanied by an offer of therapy to “increase
resilience” to the toxicity I experience daily. But therapy to cope with workplace toxicity
would be like accepting counselling to better endure an abusive relationship. I’ve
survived domestic violence, and I know better than to stay in situations that harm me.
Structural Problems That Foster Abuse and Silence Mental Health
The challenges I’ve faced aren’t merely the result of isolated incidents; they stem from
the very structure of AHS. In its vast bureaucracy, managers are expected to act
“algorithmically,” treating each employee as a compliance risk to manage. The approach
is one of “due diligence” over empathy. If a staff member reaches out for help, they’re
given standardized responses: time to “rethink” and numbers for corporate mental
health support lines. But no genuine connection or human concern follows.
My supervisors have shown hesitancy in accepting my resignation, likely because they
recognize it as a mental health crisis. But this is about organizational liability, not
compassion. They need to mitigate risk—giving me just enough time to reconsider, so
they can check the box on “mental health support” and move forward.
A Toxic Cycle of Surveillance and Scrutiny
AHS has an unspoken policy of rewarding those who observe and report on their
coworkers. One of my colleagues even boasted about having a “network of friends”
monitoring my actions. Despite raising concerns with HR and management, this
individual was promoted to supervisor. Another coworker tracked my social media for 10
months, reporting multiple posts, of which only one was deemed relevant. Instead of
being protected from this harassment, I became its target.
This atmosphere has bred a vicious cycle: the more scrutiny I face, the more anxious I
become, leading to mistakes that only heighten my vulnerability. The constant judgment
affects my ability to provide quality care—a recent panic attack at work, caused by a
coworker’s criticism, left me unable to function. Rather than offering support, AHS
opened an investigation against me, accusing me of “insubordination” for seeking help.
In-Group Bias and Double Standards
In this environment, reporting behaviour has become a survival mechanism. When I
attempted to document concerning actions from other staff, it was quickly dismissed. I
felt pushed into a defensive posture, compelled to report any potential conflict as a self-
protection tactic. Management, rather than fostering camaraderie, has turned into a weapon wielded by demoralized employees.
My father, a seasoned paramedic, supported my decision to leave. He too has seen the
industry change, moving from one that values compassion and camaraderie to one
consumed by policies and in-group favouritism. This job, once my dream, has become a
nightmare.
Prejudice Against Social Media Presence and Independent Success
As a Gen Z paramedic, I use social media to promote domestic violence awareness,
body positivity, and my own beauty business. However, my online success made me a
target. AHS has repeatedly ignored stalking behaviours by coworkers, labeling them as
off-duty or “social media issues,” despite how deeply they impacted my life and career.
My followers and I have seen the organization’s double standards firsthand, as it punishes my responses to harassment while promoting my harassers.
One coworker openly threatened me, yet was rewarded with a promotion. I was suspended without pay for responding to harassment—a policy loophole AHS exploits by ensuring those who report first avoid accountability. This unchecked prejudice against social media engagement needs to be exposed. AHS EMS must adapt to modern realities rather than punishing those who advocate for themselves online. Even the Paramedic governing body, Alberta College of Paramedics was in disagreement with the extent of punishment in received.
A Call for Change: Ending the Cycle of Abuse in Public Health Organizations
Alberta Health Services needs to re-evaluate how it treats Lateral Violence in health care and take social media bullying seriously. The policies and practices in place have created a toxic environment where staff are pitted against each other, fostering a culture of fear and scrutiny instead of collaboration and support. My experiences highlight a dangerous trend— where healthcare workers, committed to serving the public, are stifled by bureaucratic walls and targeted for being different. If AHS is truly invested in the mental health and well being of its staff, it must address these issues from the top down. No more band-aid solutions, no more dismissive checklists. We need a genuine commitment to fostering an environment where every employee can thrive without fear of retaliation, bias, or constant scrutiny.
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