This chapter examines how stress, overwork, and defensive routines affect UNHCR’s internal culture and weaken protection outcomes. Long hours, isolation, and exposure to trauma make many staff vulnerable to burnout, anxiety, and compassion fatigue, often worsened by organisational stressors like bureaucracy, toxic leadership, and poor work–life balance. Psychometric data from Hogan assessments reveal common derailers under pressure: Bold and Mischievous traits linked to overconfidence and self-promotion; Excitable and Sceptical patterns that lead to mistrust and volatility; and Diligent and Dutiful tendencies that encourage perfectionism, micromanagement, and excessive compliance. Alongside psychodynamic defences such as denial, projection, and reaction formation, these traits reinforce a culture of defensiveness, risk aversion, and blame. Staff often hide exhaustion behind forced positivity or overwork, while whistleblowing and dissent remain risky. The organisation thus prioritises control and reputation over adaptability and empathy, which hampers resilience and its core protection mandate.