Introduction: Why Words Shape Worlds
The language we use doesn’t just describe reality — it shapes it. For decades, the dominant framing of people affected by domestic and family violence (DFV) has been as “victims.” This word, while legally important, can also carry connotations of weakness, helplessness, and passivity.
The Safe & Together Institute challenges this framing, urging us to recognise survivors as agents of strength and resilience. They suggest moving from the idea of a “serial victim” — someone perpetually harmed — to a “serial survivor” — someone who continually navigates impossible circumstances with courage and resourcefulness.
For workplaces, this shift isn’t just semantic. It transforms how managers, HR professionals, and colleagues respond to disclosures, shape policy, and provide support.
Part 1: The Limits of a “Victim” Lens
When an employee discloses DFV, many well-meaning workplaces instinctively view them through a victim lens. The risks are:
- Pity instead of respect: Responses that infantilise rather than empower.
- Blame instead of support: Questions like “Why didn’t you leave?” rather than recognising the barriers.
- Policy gaps: Focusing only on crisis response rather than long-term support.
This framing reinforces silence. Employees fear being seen as “weak” or “broken,” so they hide their reality.
Part 2: The Survivor Lens
A survivor lens acknowledges the extraordinary strength people show in the face of control and violence. Survivors aren’t passive; they’re actively managing risks, protecting children, holding down jobs, and making calculated decisions to survive.
For workplaces, adopting this lens means:
- Believing disclosures immediately.
- Recognising agency: Asking “How can we support your choices?”
- Providing tools: Flexible leave, financial support, and confidentiality measures that expand survivor autonomy.
Part 3: Stories of Survivor Strength
Case 1: The Teacher
A teacher disclosed that her partner regularly sabotaged her ability to get to school on time. Despite this, she had kept her attendance record high by walking long distances. Recognising her strength reframed her as someone deeply committed to her students — not as “unreliable.”
Case 2: The Retail Worker
A young retail employee used her limited breaks to check in with a neighbour caring for her child. Instead of pity, her employer celebrated her resilience and adjusted rosters to give her more predictable hours.
In both cases, reframing from “victim” to “survivor” shifted the workplace response from blame to empowerment.
Part 4: Why This Matters for Workplaces
Culture
Language shapes culture. When leaders talk about survivors with respect, employees learn that disclosure is safe.
Performance
Reframing supports better performance management. Instead of dismissing someone as a “problem employee,” managers can contextualise behaviour and respond supportively.
Compliance
Respect@Work and WHS reforms require organisations to address psychosocial hazards. A survivor-centred lens strengthens compliance by embedding dignity and agency into responses.
Part 5: Practical Tools for Reframing
1. Language Shift
- Instead of: “Why don’t you leave?”
- Say: “I know you’re making the best choices for your safety. How can we support you?”
2. Policy Updates
- Replace deficit framing (e.g. “special leave for victims”) with empowering terms (e.g. “support leave for employees experiencing DFV”).
3. Training Modules
- Include survivor-informed language and role-play scenarios.
- Teach managers to validate strengths, not just respond to crises.
4. Survivor Advisory Panels
- Involve people with lived experience in policy design and evaluation.
Part 6: First Steps for Organisations
Even without big budgets, organisations can start reframing:
- Review internal communications for language shifts.
- Train at least one DFV contact officer in survivor-centred approaches.
- Share resources like the Safe & Together Institute with leaders.
- Gather feedback from employees to ensure language feels respectful.
Part 7: A New Narrative for Leadership
Leaders who adopt survivor framing don’t just meet compliance. They create cultures where resilience is recognised, not erased. Where employees feel safe to disclose without shame. Where work becomes a place of dignity and support.
Conclusion: From Victim to Survivor — And Beyond
Workplaces cannot undo the harm of DFV. But they can decide how they respond. If they frame employees as helpless victims, they reinforce stigma. If they recognise them as survivors, they reinforce dignity.
And in doing so, workplaces don’t just change words. They change lives.
