Revenge resignations proliferate because companies lack integrity.
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■ Revenge Resignations: The Fire Behind the Flame
The term "revenge resignation" is gaining traction. Social media exposés, strategic resignations at critical times, even data deletion—such actions might appear emotional and erratic. But they are rarely sudden. There’s always a spark, and most often, it is a perceived lack of fairness.
Unjust evaluations, insincere responses, unexplained transfers—these are all flashpoints. In today’s world, where individuals can voice their experiences freely, perceived injustice will inevitably be seen, shared, and amplified. The era of concealing organizational flaws is over.
Zero risk is impossible when managing people. But the essential question is: how do companies deal with that risk? Do they address discontent while it’s still a spark—or only after the fire has taken hold?
■ When Logic Breaks, Sparks Ignite
Even decisions that seem minor to management can feel deeply unjust to employees:
Demotions or transfers without clear justification
Lack of recognition despite tangible results
Organizational silence in response to harassment
The absence of explanation breeds frustration. And in Japan’s relationship-oriented corporate culture, once trust fractures, emotional backlash is more likely.
■ Real-World Examples of Revenge Resignation
One of the most famous cases is that of Edward Snowden, a former NSA contractor. In 2013, he leaked classified information regarding government surveillance programs. While his actions were driven by personal ethics, it can also be seen as a catastrophic form of revenge resignation—an irreversible exit from an organization he no longer trusted.
Another example occurred at Google in 2018, when former employees exposed systemic issues of harassment and inequality. Their revelations led to walkouts by thousands of workers around the globe and forced top management to respond publicly and restructure internal policies. These were resignations turned into mass resistance, ignited by organizational injustice.
These examples differ in scale, but all stem from a powerful emotional response to perceived organizational betrayal.
■ Visibility Risk in the Era of Employee Voice
With platforms like X (formerly Twitter), YouTube, and anonymous forums, employees now have the means to speak directly to the public. When they feel an organization has acted unfairly, those stories can spread rapidly, causing reputational damage far beyond the walls of the company.
Once, corporate branding shaped public image. Today, that role increasingly falls to the voices of former employees.
■ Companies That Ignore Sparks but Spend on Fires
Many organizations invest in public relations and legal action after a scandal erupts. But by then, trust has already been eroded.
Why don’t they invest in prevention?
Preventive efforts often produce intangible or invisible results
They are rarely rewarded internally
Many rely on informal or ad-hoc responses rather than systematic ones
Yet the costs of recovery always exceed those of prevention.
■ Risk Control vs Damage Control
| Category | Risk Control (Prevention) | Damage Control (Response) |
|---|---|---|
| Timing | Addressed at the spark stage | Responds after the fire breaks out |
| Cost | Predictable, lower cost | Sudden, often high cost |
| Impact | Maintains trust and stability | Attempts to recover lost trust |
What companies truly need is not the ability to recover from fire—but the structure that prevents one from igniting in the first place.
■ What Companies Can Do to Prevent the Spark
Require explanations for all transfers or evaluations
Institutionalize regular 1-on-1 meetings
Train managers to listen actively and empathetically
Conduct exit interviews through neutral third parties
Monitor employee review platforms regularly
The key is not just to detect discontent—but to foster a culture where reporting sparks is safe and encouraged. That is the most robust fire prevention system a company can build.
■ Conclusion: Integrity as the Ultimate Fireproofing
Every spark of dissatisfaction has the potential to burn. When it erupts in the form of a revenge resignation, the consequences can be devastating.
But companies where logic prevails—where decisions are explained, fairness is visible, and voices are heard—are much harder to ignite.
In today’s world, integrity is not a nice-to-have. It’s the strongest and most cost-effective fireproofing a business can invest in.
Read in Japanese↓
「リベンジ退職」はなぜ起きる──火種を生む企業、火を放つ社員（2025.5.26）
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