Working at Third Way Center was one of the most distressing professional experiences I have ever had.
The organizational culture felt deeply shame-based and authoritarian. New graduates are often hired and encouraged to “work on themselves” and “identify blind spots,” which in practice frequently became public criticism in team meetings. Rather than fostering growth through strengths-based supervision and mentorship, feedback was often delivered in ways that felt punitive, personal, and shaming. In multiple meetings, deeply personal information from my past - which I had shared in confidence with supervisors and colleagues - was disclosed without my consent in group settings. This created an environment where vulnerability did not feel safe and was used against staff. Concerns I raised about the culture were routinely reframed as my “own issues” rather than being acknowledged as potential systemic problems and indicative of a toxic culture. This dynamic made it difficult to distinguish legitimate workplace concerns from internalized blame. Looking back, I can more clearly recognize the manipulation patterns at play.
When I made the decision to resign, the environment escalated. I was called “selfish,” “dramatic,” and "dishonest" by supervisors and staff. During my departure, I was required to sit in a meeting with approximately 15 employees, where individuals went around the room sharing their disappointments and criticisms about me. The experience was public shaming than professional care or closure. I also observed similar treatment directed toward other employees. Shortly after I began, I witnessed a colleague subjected to comparable criticism in a group setting. I saw variations of this dynamic occur multiple times during my employment and experienced it myself on more than one occasion. After my resignation, two additional coworkers reached out to share that they had experienced similar patterns. From my perspective, this was not an isolated incident but part of a broader cultural pattern.
The organization utilizes practices such as a “hot seat,” in which one staff member is intensely confronted by a group. While framed as growth-oriented, the approach was aggressive and psychologically unsafe. Disagreement or attempts to challenge decisions were commonly attributed to the individual’s unresolved personal issues, rather than considered as legitimate professional differences of opinion or valid concerns about organizational practices. Additionally, the model used to "treat" trauma was developed by the founder and to my knowledge and research, does not appear to be supported by established evidence-based research. This raises significant ethical concerns. The treatment approach toward youth often appeared heavily shame-driven, which seems to exacerbate trauma rather than support empowerment and healing.
I am sharing this experience to warn other clinicians - especially those early in their careers - who may be considering employment here. In my view, the culture prioritizes conformity and shame-based tactics over psychological safety, ethical supervision, and evidence-based care. In a field where clinical support and self-care are essential, this environment did not feel safe or healthy. There are other workplaces that foster growth without fear of retaliation, and clinicians deserve environments where they feel respected, supported, and able to develop authentically.
