good-better-best - jewishfed.org · good-better-best. preventing misconduct through competence and...
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GOOD-BETTER-BESTPreventing Misconduct through Competence and Commitment
FRAN SEPLER
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OVERVIEW
We will review the realit ies of unlawful (and lawful) harassment and its relat ionship to workplace culture
We will review the elements of a proper policy, and things to think about in yours.
We will talk about organizat ional capabilit ies when an incident is reported
We will review the importance of supervisory capabilit ies and competence
We will discuss good, bet ter and best in class t raining
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DEFINITIONAL CLARITY
Misconduct Harassment Assault
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Penetration or Contact or Exposure
Absence of Consent or Inability to Consent
May be degrees, but all criminalSexual Assault(Criminal)
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Unwelcome
Pervasive or Severe
Offensive to a Reasonable Person
Based on Protected Class
• Sexual or Gender Based
Interferes with Terms and Conditions of Employment
UNLAWFUL HARASSMENT
(Hostile Environment)
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MISCONDUCT
Behavior which violates policies regardless of whether it rises to a level of unlawful harassment
Bar can be much lower than legal requirements
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CONTINUUM
Respectful Behavior
Disrespectful, Uncivil or
Rude Behavior
Abusive Behavior
Harassing Behavior
Assaultive Behavior
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Derailers
• Rude and Uncivil• Corrosive and more damaging than assumed• Precursor to gendered host ility
• Abusive Behavior• Loud• Quiet (Relat ional Aggression)• Mobbing
• Unlawful Harassment
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Important To Consider
• When it comes to sexual harassment, gender harassment (put downs) far more common than sexualized behavior (come ons) with equally severe wounds involved.• Gender Harassment happens repeatedly and is corrosive and sneaky in
its damage.
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THE PSYCHOLOGY OF A HARASSMENT COMPLAINT
Models to Understand
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FULL CUP
saturation
stress
equilibrium
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REQUEST TO REPORT
CONFIDENTIALLY
“I can’t guarantee confidentiality.”
“When people come to me asking for confidentiality it’s often because they are hurt ing. My experience is that these things don’t get better until you do something about them, so I hope you’ll tell me what’s going on, even though I can’t keep it a secret .”
“There are some things I can keep between you and me and some things I can’t , but I hope you will let me help.”
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EMPLOYEE ISSUE TRIAD
Performance
Attitude
Attendance
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GIFT GETTING BEHAVIOR• Thank You• I appreciate it• I know just what I’ll do with it .
This Photo by Unknown Author is licensed under CC BY-SA
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Organizational Trajectory of a Complaint
At time of complaint
Expectation to be listened to, understood, believed
During investigation
Expectation of fairness and promptness
When Fairness Fails
Expectation of Justice
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GOOD BETTER BESTHarassment Prevention/Respectful Workplace Policy
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SELF ASSESSMENTEvaluate Current Pract ices
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ESSENTIAL COMPONENTS
OF YOUR POLICIES
Set an Expectat ion
Identify Prohibited Behavior• Provide examples• Identify consequences for violat ion
Provide Options for Addressing the Behavior• Permission to object , with clarificat ion not required• Report ing Options including bypass
• Anonymous• Identified
Identify Process When Complaint Received• Invest igat ion
• Information resolut ion• Limits on confidentiality
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ESSENTIAL COMPONENTSpart 2
Prohibit ion Against Retaliat ion
• Process for Report ing
Information That Will Be Available
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DECISIONS TO MAKE• Respectful Culture/Workplace/Organizat ion v. Specific Harassment Policy• Prohibit any Harassment/Prohibit Unlawful Harassment• Detail and Extent of Enumerat ion• Provide Separate Policy on Digital/Computer/Social Media or incorporate
here?• Report ing Resources
• Specific Management• All Management• Trained Peer Resources• Third Party Report ing• Ombuds
• Identify External Options?
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DECISIONS TO MAKE• Encourage Object ions or Offer as Neutral Option?• Indicate Possible Outcomes of Report ing (i.e. interim act ions) or note
decisions made on case by case basis?• Offer mediat ion/conflict resolut ion option? Under what condit ions?
• Identify steps in invest igat ion or simply note invest igat ion will be conducted?
• Describe limits on confidentiality- detail or general• Affirm NLRB right to discuss terms and condit ions of employment or omit?
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WHAT MAKES A GOOD POLICY
It can be read and understood by your least literate audience
It is clear about the organizat ion’s expectat ions regarding interpersonal conduct
It provides realist ic opt ions for those with concerns and it is enforceable
It does not overpromise on process
It clearly prohibits retaliat ion
It matches the “body language” of the organizat ion
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WHAT MAKES A NOT SO
GOOD POLICY?
It creates a hierarchy of unlawful behavior. Harassment based on any protected class is unlawfulIt is not enforceable or infringes on organizat ional choices (i.e. “no hugging” policy)It has restrict ive language regarding report ing, rather than recognizing agency and choice
It art iculates “zero tolerance.”
It promises that retaliat ion won’t happen
Its overly legalist ic, long, or lawyerly.
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SAMPLE POLICIES: EVENT AND
EMPLOYMENTInclusive of all misbehavior
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SO, YOU’VE HAD A
COMPLAINTProcedures are
important
All supervisors and managers should know
how to receive a complaint and document it.
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HANDLING HARASSMENT COMPLAINTS
“Harassment 101”
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SUPERVISORY COMPETENCIES
• Understanding Agency• Three Essential Components
• Knew or Should Have Know and• Took act ion that was
• PROMPT• APPROPRIATE• EFFECTIVE
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SUPERVISOR COMPETENCIES
Neutral Listening
Asking “Just Enough” Quest ions
Avoiding the Bad Quest ions
Documenting Properly
Maintaining Boundaries
Being a Process Support Person
Monitoring the Work Environment
Preventing Retaliat ion
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NEVERS
Why is this just coming up now?• (Variant) Why did you
wait so long to say something?
What was your part in it?
Are you sure you didn’t just misunderstand/
misinterpret?
I’ve known...for a long t ime, and I can’t imagine
them doing or saying that .
Why do you think they did that to you?
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ALWAYS
Thank you for bringing this forward.
I’m glad you felt comfortable talking to
me about it
Name feelings We take these concerns seriously
How is this affecting you?
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THE JOURNEY OF DISCLOSURE
My Side The Facts The Truth
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DO YOU NEED TO INVESTIGATE?
• Yes if• Disputed facts• If allegat ions are t rue would be
a violat ion of policy• If complainant states ability to
come to work or do job has been impaired
• If allegat ions are t rue organizat ion would act
• No if• If allegat ions are t rue
individuals would be counselled to desist or other remedial, non disciplinary act ion would be taken
• No indicat ion of history of same or similar
• No disputes about facts
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TWELVE STEPS OF INVESTIGATION
1. Intake2. Interim Actions3. Form Your Team4. Open File5. Plan6. Log Evidence
7. Preliminary Interviews8. Update and Revise Plan9. Interview Respondent10. Follow Up Interviews11. Credibility Assessment12. Findings/Report
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SUPERVISORS DURING
INVESTIGATION
Temperature checks for all
Ensure interim act ions effect ive
Maintain “need to know”
Avoid interfering with concerted act ivity, but set tone of professionalism
Intervene in any possible retaliat ion or reprisal
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GOOD BETTER BESTTraining
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TRAINING HAS LIMITED
UTILITY
Bumbler, non serial harasser: Effect ive
Inadvertent or ignorant serial harasser: Effect ive sometimes
Intent ional harasser non serial: Ineffect ive
Power based harasser: Ineffect ive
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GOOD(COMPLIANCE)
Provide Legal Overview
Review Policy
Provide Examples of Prohibited Behavior
Discuss Process for Report ing
Answer Quest ions
Redistribute Policy
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Unpleasant reality
• Statutes mandating sexual harassment t raining prescribe training that has been demonstrated to be ineffect ive in reducing harassmentIn fact , it might exacerbate bias
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Unlawful is for Lawyers
As a supervisor, your job is to deal with unprofessional, disruptive, damaging or potentially damaging interpersonal conduct
You do not need to first make a legal analysis
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BETTER = GOOD PLUS….(INTERACTIVE)
Leadership Statement of Expectat ions
Discussion of Varied Problematic Behavior
• Rude and Uncivil• Bullying (Abusive Behavior)• Unlawful Harassment
Use Case Studies and Small Group Discussion
Explanation of Legal and Policy Prohibit ions in context of organization
Explanation of Process to Address and Prohibit ion Against Reprisal
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BEST = BETTER PLUS
(AFFIRMATIVE)
Discussion and Explorat ion of Elements of Respect , Fairness and Safety
Discussion of “Cues” and microaffirmations/microaggressions
Discussion of Bystander Interventions or Actions
Case Studies
Discussion of Importance of Feedback
Pract ice Providing and Receiving Feedback
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We Need to be Realist ic About Bystander Training
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GOOD BETTER BESTBest: Invest ing in A Community Covenant or Norms Statement
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Why Develop A Community Standard?
Process, Product , Community
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PROCESS
Opportunity for Community Conversations and Leadership “Walking the Talk” of Commitment
Enduring: A month is too lit t le.
• Focus Groups• “Climate Team” of Facilitators for Discussions• Representat ion by All Constituencies
Anticipates Tools Needed (i.e. mediators, facilitators)
Explanation of Process to Address and Prohibit ion Against Reprisal
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PRODUCT
Must be a living document
Must be woven into communications
• Articles in organizat ional newslet ters• From the Bimah• Workshops, lectures, events
Integrated: Orientat ion, Opening Meetings
Refer to, but be separate from misconduct and protection policies.
Explanation of Process to Address and Prohibit ion Against Reprisal
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Member/Lay Leader/ Board-Staff Covenant• I will respect the t ime and effort a staff member contributes to our community
and address issues to a staff member in an encouraging and posit ive manner. • I will respect the personal t ime of each staff member. • I will respect the boundaries of the staff member's job responsibilit ies. • I will communicate my need to a staff member directly, and understand that my personal needs may or may not be met. • I will discuss concerns about the responsibilit ies of a staff member, with that staff member. • I will not make any commitments on behalf of a staff member without their consent . • I will give the staff member adequate t ime to respond to my requests. • I will seek out opportunit ies to provide posit ive feedback to each staff member. • I will use "I" statements when speaking to staff members. • Because the staff supports our community, I will support the staff. • I will consider mediation as a means to address conflicts with a staff member
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Questions and Discussion