I was also about to find out that my case was only the tip of a deep and sinister iceberg. One that hardened as it sunk into the dark freezing depths of mainstream corporate culture itself, becoming one with it, and one with the A word. I was soon to discover a great number of people, sitting literally a few chairs away from me in the office in all directions, who had silently gone through the same ordeal as me, months or years ago. I was to discover that the “A” statistic within my own team was staggeringly high, shockingly unacceptable. And the deafening silence around the issue was witness to a management that had failed to accept, learn, prevent, and address. Instead, a culture of “ hypernormalisation ” had been built around the A word focusing on what happens after, rather than preventing what happens before: “wellness” initiatives, memos about mental health in the workplace, and helplines that probably no one ever called. Mere communication vehicles aiming to say “look, this could happen to you at some point, but don’t be alarmed, it’s part of life”. It’s not. It is part of death actually, with mounting evidence increasingly linking stress to all the big killers: diabetes, heart disease, cancer, obesity, kidney disease as well as asthma, depression and gastrointestinal disorders. The Big A is a life-changing and traumatic event in itself, and rehabilitation can be lengthy. Yet corporate culture often continues to see it in the same way rape is seen in uncivilized societies, often putting the focus on, and therefore stigmatising , the victim rather than the perpetrator. “I’m sorry that this happened to you” as opposed to “I’m sorry we created the conditions that led to this happening to you”. Like a horse that has been overworked, the Big A is a threat to the company bottomline and that is… the bottomline .