Can you predict workplace disasters? 5 ways to make people listen and avoid the 'Cassandra Complex'

You’re well-versed with the ‘I-told-you-so’ feeling.  You spotted disaster from a mile away, warned everyone, and backed it up with evidence. And it struck, and everyone was left scrambling. Yet, you don’t quite feel the triumph, instead you feel a sense of ‘I really wish that they had listened…’

That’s the Cassandra Complex at work. Named after the Greek myth of Cassandra, the Trojan priestess cursed to deliver accurate prophecies that no one would believe. Hearing this, Dubai-based Anu Cherian chuckles and says, “I understand her so well. That’s me all the time at work. Telling people to do things, else disaster will strike. And then it does, and I don’t even feel like being smug because it affects everyone.”

With a sigh of annoyance, she says, “Why don’t people just listen?”

Ah, wouldn’t the world be simpler, without all these confusing psychological phenomenons plaguing us then? This particular one, can be quite frustrating and isolating in professional settings. It occurs when people foresee problems or risks, but struggle to convince others to take them seriously. You’re told that you are overthinking it, adds Dubai-based Anvesha Bannerjee, a sales professional. “That’s the worst. You’re dismissed, or gaslit, or sometimes even penalised for being the voice of reason.”

So, why does it happen in the workplace? And what can we really do about it? 

Why does it happen in the workplace? 

Quite often, people don’t like being told they’re wrong.

Katie Joyce, an Abu Dhabi-based corporate wellness mentor explains that usually, the workplace can be a battleground of egos, hierarchies and cognitive biases, all of which, contribute to the Cassandra Complex. “So, people would rather believe the information that aligns with their existing views, and dismiss what challenges them. That means, they seek and favour information that confirms their preconceptions while rejecting data or perspectives that contradict them. In a workplace setting, this also means decision-makers selectively acknowledge reports or feedback that reinforce their strategies, while ignoring warning signs or dissenting voices that suggest alternative approaches or risks.”

Worse, people tend to ‘brightside’ themselves, which means that they convince themselves that everything is alright and others are being pessimistic. Joyce explains, Sometimes, people favour a ‘can-do’ attitude over realism, leading decision-makers to downplay risks. “Quite often, in workplace culture, optimism is often encouraged, as it just sounds so good,” she says. “That’s not a bad thing, don’t get me wrong. But, when an overly positive mindset takes precedence over rational assessment, it creates blindspots. You may ignore valid concerns, assuming that sheer effort and determination will overcome obstacles. This can result in delayed responses to critical risks, an underestimation of potential failures, and a reluctance to acknowledge vulnerabilities within projects or strategies,” she says.

‘No one likes change’

Frederick D’Costa, a businessman who shuttles between Dubai and Canada, recalls one of his seniors at his previous jobs: He kept warning the management about faults in planning for an event: No one listened. They thought that he was just creating trouble and nitpicking. “But he was right. The event was haphazardly planned with a poor allocation of resources, and it cost the company a lot of embarrassment,” he says. 

And, as no one likes being proved wrong, they somehow held him accountable for it. “That senior finally left the company. I think he had enough,” says D’Costa.

Why do people ignore the truth, as ugly, and upsetting as it can be? Well the truth is…truth demands change. 

As D’Costa explains: No one likes change, especially if it involves a deep-rooted, fundamental shaking up in planning. “Many times, disaster strikes because the problems just keep building up and people keep avoiding them, as any sort of change, can cause them discomfort. They will resist change, even if they know that it causes problems. But then, isn’t the present discomfort better than to avoid the long-term complications?”

The emotional toll: Frustration, burnout, and alienation

Clearly, being a Cassandra is not easy. Being constantly ignored affects your confidence and mental health, explains Joyce. You may begin to second-guess yourself, withdraw from workplace discussions, or even stop sharing insights altogether. This cycle of frustration can lead to burnout, job dissatisfaction, or a deep sense of alienation from your colleagues.

Additionally,  as Margot Conlon, an Abu  Dhabi-based wellness coach explains, the sense of being undervalued or excluded can contribute to job dissatisfaction. You disconnect from both your role and your colleagues. “You can start wondering, ‘Should I even bother’?”  The isolation that comes with repeatedly being ignored can make teamwork challenging, further deepening the divide between you and the rest of the organisation.

How to overcome the Cassandra Complex at work

If you find yourself repeatedly unheard, here’s how to break the cycle and make your insights count:

Frame your message strategically

• Instead of just warning about risks, highlight potential solutions. Leaders are more receptive when issues come packaged with actionable steps.

• Use data and concrete examples to strengthen your case.

• Relate your concerns to company goals and bottom lines—speak their language.

Build your network

• Find colleagues who share your concerns and present a unified front.

• Approach mentors or senior employees who can help amplify your voice.

• If possible, gather support from external sources, like industry reports or case studies.

Document everything

• Keep records of emails, meeting notes, and conversations where you’ve raised concerns. If your predictions come true, this documentation can serve as validation and protection.

Know when to walk away

• If you find yourself in a workplace where your voice is consistently ignored, it may be a sign that your skills and insights are undervalued. Sometimes, the best move is to find an organisation that values proactive, strategic thinking.

Being a Cassandra at work is frustrating, but it doesn't mean your insights are worthless. By refining your approach and building influence, you can turn foresight into leadership rather than isolation.