You meet people you did not choose, every day. Changing the structure works better than changing the relationship.
The first reason work relationships are hard is that you cannot choose the other person and cannot easily leave. Evaluation and pay are involved, so the balance of power is tilted from the start. That is why approaches that work in personal relationships do not transfer directly. Sorting out the structure through which work flows is generally more effective than trying to make the relationship pleasant.
Expecting colleagues to also serve as friends accumulates resentment. Work running well and getting along are different goals, and many relationships are sufficient with only the first. Conversely, keeping too much distance pushes you out of the information flow, so treating a degree of contact as part of the job is realistic. Keeping a few low-pressure points of contact, such as lunch or brief small talk, generally secures the information and trust you need.
Timelines and scope agreed verbally are remembered differently later, even without deliberate distortion. Summarising what was agreed after a meeting and sharing it reduces conflict by itself. This is not distrust; it accounts for the limits of memory.
The relationship with a manager is where the power gap is clearest, so aligning expectations comes before feelings. Confirming what is wanted, by when and to what standard when you take on the work greatly reduces later clashes. When priorities collide, asking 'which of these should come first' beats deciding alone and absorbing both. A habit of giving short progress updates before being asked also builds trust effectively.
Attempts to change the other person usually fail. What you can design is the interface. Keep conversations short, confine topics to work, use channels that leave a record, reduce one-to-one situations. Deciding how you work with someone is more effective than trying to judge their character. Once the work with that person is done, shifting your attention to another activity uses less energy than chewing over them at length.
Uncomfortable scenes from work easily replay in your head after hours. When that rumination drags on, even rest becomes an extension of work. Briefly writing down what happened on the way home and choosing one task for tomorrow makes it a little easier to set work down mentally. Spending time with people unconnected to your job also helps restore the sense that evaluation at work is not all of you. If you cannot sleep because of work or dread going in for several weeks or more, talking with a mental health professional or counsellor is better than holding out alone.
Whether the issue is a relationship problem or something more, a record is the most basic means of protecting yourself later. Memory fades and gets mixed with feeling over time, so it matters to write down the facts on the day it happened. If it is stored only in a work account you may lose access later, so keeping a personal copy, within your company's rules, is the safer choice.
Humiliation, deliberately unmanageable assignments, exclusion and attacks on your private life are not matters for interpersonal adjustment. Enduring them does not resolve them. Recording what happened with dates and consulting an internal process or an outside body is the order to follow. Even if you choose to endure, keep the record. Many countries, including Korea, have laws addressing workplace harassment, and official bodies such as labour authorities can explain the general procedure. Specific criteria and procedures change, so check the current guidance yourself. This article is not legal advice.