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This paper uses a systems psychodynamically informed approach to consider the significant breadth and complexity surrounding the issue of rising claims of bullying in organisations. It identifies multiple factors that coincide around role, system, and context. In particular, it considers the role of management in contemporary organisations, tasked with implementing reforms in an environment characterised by continuous and turbulent change, with diminishing resources and increased accountabilities. Frameworks used to consider these issues include Emery and Trist's (1965) work on turbulence in organisational environments, White's (2013) work on the psychodynamics of bullying behaviour, and Schwartz's (2011) recent work in which he claims an increase in bullying cases may be a simplification of more complex phenomena, including the rise of the “pristine self”. In responding to the “storm” conditions the authors endorse Winnicott's (1971) work on the importance of the holding environment, as the basis upon which managers and organisations should consider their responses.