Lateral violence encompasses a constellation of acts of incivility by colleagues in the workplace. These acts can take the form of infighting, unprofessional behavior, sabotage, rudeness, ignoring those seeking help, bullying, yelling, throwing objects, and nonverbal disapproval such as eye rolling or walking away from an unfinished conversation. Incivility and lateral violence result in burnout, compromise teamwork, erode morale in the workplace, and increase staff turnover39‐41 and appear to be related to institutional ethical conduct factors that contribute to moral distress.42 In contrast, safe and just working environments are associated with improved patient outcomes,43 better communication,44 and learning45; psychologic safety predicts engagement in quality improvement.18 When adverse events are unintended or driven by missing or broken organizational processes, being blamed for the outcome can be an act of lateral violence. Institutional leadership and a culture of respectful communication can break the incivility and the silence (“that kills”46) surrounding difficult events, heighten social influence and awareness, and improve outcomes.47 Preemptive individual and team-communication skills taught in “Crucial Conversations”-type initiatives47 counter the emotional reactivity inherent to blaming in highly charged situations, such as those that disrupt patient care goal cohesion48 in critical care. In all three cases, the recipients of blame had not willfully caused harm, and external bodies did not corroborate the administration of blame. The blame, therefore, may have constituted lateral violence.