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In this monologue, the speaker argues that discussions about workplace interactions must account for the full range of possible harms. He warns that treating the worst‑case scenario as merely an off‑hand offense leads people to underestimate how severe experiences can be for some employees. By fully recognizing how bad situations can become for certain individuals, organizations can better steer toward the best‑case scenario and avoid repeating harmful patterns. He prompts the audience to consider the opposite extreme of the worst case, setting up a framework for evaluating both ends of the interaction spectrum.

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