Imagine working in an environment where every mistake is magnified, and you’re blamed for errors you had little control over—all because of deeply ingrained biases and an unspoken rule that those at the bottom must carry the system’s shortcomings. This is not a distant reality; it’s happening right here in our automotive industry.
I recently heard a story from a professional in our field that encapsulates a challenge many women face. A former colleague’s poor workmanship is now being unfairly attributed to her. As her department comes under intense scrutiny, her peers have already formed opinions without any proper investigation. This isn’t an isolated incident. Too often, blame is shifted onto those with the least power—such as apprentices, newcomers, and marginalised groups—while those in the so-called “purple circle” of influence remain protected.
So, why does victim blaming happen? At the heart of this issue lie several powerful psychological and cultural forces. Firstly, there is the Just World Hypothesis. Many people cling to the belief that the world is an inherently fair place—that everyone gets what they deserve. Often, those in privileged positions, having never had to overcome systemic bias, assume that everyone faces the same merit-based world. This lack of personal experience reinforces the notion that success and failure stem solely from individual effort, ignoring the structural inequalities that marginalise others.
Consequently, when errors occur, the knee-jerk reaction is to assume that setbacks are deserved.
We must then also consider cognitive biases playing a role. We all rely on mental shortcuts; for example, the Fundamental Attribution Error leads us to overemphasise personal characteristics while underplaying external factors. In practice, this means that when something goes awry, colleagues may automatically attribute the mistake to a person’s incompetence, rather than considering factors like inadequate training or systemic issues.
The final piece of the victim-blaming triangle contributes significantly, and that is power dynamics. Blame is often assigned to those with the least power as a means of protecting established hierarchies. When mistakes happen, senior figures or those within the “purple circle” face little scrutiny. Instead, the onus falls on the ones perceived as vulnerable, reinforcing pervasive inequities.
The mental health toll of such blame is severe. Psychologically, victims who are unfairly blamed experience heightened stress, anxiety, and depression. The constant self-doubt erodes self-esteem, sometimes leading to isolation from colleagues and friends. Physically, chronic stress can manifest in issues ranging from cardiovascular problems to chronic fatigue. Career-wise, when the victim’s name becomes synonymous with blame—even when unfounded—it limits future opportunities, affecting promotions, mentorship, and overall professional growth.
Moreover, victim blaming is not just an individual failing; it reflects broader cultural and organisational shortcomings. In many workplaces, a “suck-it-up” mentality prevails, normalising abusive behaviour. For instance, when errors are routinely pinned on the lowest-ranked employees, it sends a message that only those with power are immune to scrutiny. Compounding this is the tendency for HR policies to focus on individual missteps rather than systemic issues, while the fear of being labelled “trouble” discourages reporting. As a result, the cycle of blame continues unchallenged.
Consider this scenario: there is a new starter at a well-established company, someone who’s fresh on the scene and unafraid to set firm boundaries. Shortly after joining, she raises a complaint about a longterm employee whose inappropriate behaviour has been quietly tolerated for years. Rather than being celebrated for challenging a harmful status quo, her actions are met with backlash. Instead of igniting change, she’s quickly labelled as “that girl who got the old-mate sent to HR,” and whispers begin to circulate that she is trouble—and not to be trusted. Meanwhile, the longterm employee, cushioned by past performance and entrenched connections, only receives a brief caution, as if his behaviour were an accepted part of the company’s culture, even though his behaviour has been witnessed by his peers in the past.
This scenario isn’t rare. It highlights how newcomers who dare to speak up can be unfairly ostracised. In many workplaces, those who challenge existing norms are seen not as catalysts for improvement, but as disruptions to an established order that has long overlooked such issues. The cost is not only reputational damage for the brave few but also a missed opportunity for meaningful change. Instead of addressing the underlying problems, the system reinforces a cycle of silence and isolation, leaving the status quo unchallenged and the real issues unresolved.
So, what can be done to break this cycle? While addressing victim blaming is ultimately an organisational challenge, there are steps individuals can take to protect themselves. First, document everything. Keeping detailed records of your work, including successes and any discrepancies that can serve as crucial evidence when your work is questioned. Photos are a great form of evidence as they’re quick to take, and have timestamped meta-data. Next, build a strong professional and personal support network by connecting with mentors, colleagues, and allies who understand your situation; their support can provide both emotional and practical assistance.
It is also important to be aware of your rights. Take the time to familiarise yourself with your company’s HR policies and any relevant legal protections that are available. Empowering yourself with this knowledge allows you to address any concerns you may have in a thoughtful and constructive way. When the time is appropriate, consider engaging in open dialogue—approaching the situation with a collaborative mindset. For example, asking, ‘Could we take a moment to review the evidence together?’ can help shift the focus from assigning blame to exploring understanding and finding a path forward.
Instead of accepting an unfair narrative, we must challenge both ourselves and the conversations around us. Ask yourself: do we truly believe the world is just, or do our biases lead us to adopt convenient narratives that shift blame?
Equally important is reaching out to peers and allies in the industry. Compare experiences—it is far better to know you’re not alone than to internalise poor behaviour as your own fault. Sometimes, we might even be both victims and unwitting contributors to the status quo. As William Gibson reminds us;
“Before you diagnose yourself with depression or low self-esteem, first make sure that you are not, in fact, just surrounded by assholes.”
Bridget Bell is a seasoned motorsport media professional and a skilled mechanic, with over a decade of experience in On-Air Hosting, Event Hosting, Television Presenting and Commentating. Passionate about supporting women in both the industry and motorsport, Bridget volunteers as a mentor and actively champions female representation.
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