When people think of workplace culture, Friday drinks and company-sponsored fun runs might spring to mind. Such perks can certainly boost morale and create a sense of fun at work, but they represent just one layer of the rich, complex system that is workplace culture.
As workplace culture experts, we know that workplace culture is a living ecosystem built on human relationships. It’s an intricate tapestry woven by the individuals who pass through an organisation over time. Its pattern is determined by how psychologically safe employees feel at work; how people across the hierarchy interact with one another; how conflict is resolved; and how trust is built and maintained.
With this in mind, it’s clear how instances of sexual harassment can begin to tear that tapestry apart. With the arrival of recent new legislative amendments, now is the time for organisations to take meaningful action to create safe, equitable and respectful workplaces.
The key theme that underpins the new positive duty on employers is the concept of ‘possibility’ – recognising the possibility that someone’s perspective might be different to our own; sometimes even the possibility that what one person finds jovial and light-hearted might be offensive and harmful to another.
Understanding the barriers to healthy workplace culture
Sexual harassment is just one of the harmful behaviours that slashes the fabric of workplace culture with every offensive comment or humiliating act. But a team that honours the dignity of individual members will create the foundations for trust, which is key to creating a truly healthy workplace culture.
When people are empowered to speak carefully, confidently and courageously if they encounter sexual harassment or other sub-standard behaviour, it creates an environment where everyone can feel safe to participate fully at work as their truest selves.
In our nearly 50 years of combined experience in the field, we see three common cultural challenges arise time and time again. These challenges can prevent open communication and meaningful engagement in response to sexual harassment and other sub-standard behaviour in the workplace. They may also create confusion about what is (or is not) appropriate behaviour and why these lines matter.
These three cultural challenges can lead to workplace disillusionment and dysfunction:
We may feel dispirited
The words ‘sexual harassment’, ‘bullying’ and ‘disrespect’ pop up everywhere we turn. This message saturation can be overwhelming and ultimately create a barrier to meaningful discussions about sexual harassment. In the extreme, it may prevent organisations from taking action out of fear that it may strip away precious aspects of workplace culture, such as humour or banter.
We may feel disoriented
Over generations, Australians have come up against stereotypes that place men and women in very distinct roles – men doing the hard yakka and women holding down the fort at home. Historically, these gendered stereotypes have been reinforced through media, art and literature, and in a way, have become cultural blockers that make it difficult to find our place in the modern workforce. Against this backdrop, there is widespread confusion about what it means to break through both stereotypes in celebration of individuality, dignity, respect and value.
We may feel disorganised
Whilst sexual harassment and bullying are critical workplace safety issues, they are widely understood as tough topics to address. Even with the best intentions, without a clear framework, communication tools and the right mindset, leaders can feel psychologically disorganised and unprepared which can ultimately prevent them from taking action – which further entrenches the cultural problem.
The power of possibility
The ‘secret ingredient’ to unlocking healthy workplace culture is tapping into ‘possibility’. The possibility that another person’s perspective may be different to our own. The possibility that our lived experiences vary dramatically from person to person. The possibility that something we see as a bit of light-humoured fun can be deeply hurtful to someone else with a different perspective on the matter.
Filtering what we say and do through the lens of possibility is a true act of empathy. It has the power to dissolve the underpinnings of unhealthy workplace culture by recognising that there is not one single reality within a team, but an array of individual backgrounds, attributes and strengths which must be considered in framing workplace standards.
In recognising the possibility that one human experience may not align exactly with the next person’s, we are able to take conscious steps to ensure that our standards, policies and training are reflective of the dignity, value and connection that each person deserves.
Understanding the power of possibility and communicating it across your organisation is step one. The steps that follow, however, are often the most challenging. That’s why it’s so vital to have the right people in your corner to turn the intangible into practical, actionable steps.
Legislative change is coming. Are you prepared?
In December 2022, the Sex Discrimination Act 1984 (Cth) was amended to introduce a new ‘positive duty’ on employers to actively prevent workplace sexual harassment. This is a significant shift from the previous legal obligation, which required employers to demonstrate that they had taken all reasonable steps to prevent sexual harassment in the event that a sexual harassment complaint eventuated.
Now, according to the amended act, employers are legally required to “take proactive and meaningful action to prevent workplace sexual harassment, sex discrimination, sex-based harassment, conduct that amounts to subjecting a person to a hostile workplace environment on the ground of sex and victimisation from occurring in the workplace or in connection to work.” (Sex Discrimination Act 1984 (Cth)).
This means that all employers must now be actively reviewing workplace values, policies, systems and training in order to protect employee wellbeing, enhance workplace productivity and prevent liability.
Employers have been afforded a 12 month grace period in order to attend to these critical steps. By December 2023, these changes will come into full effect.
How we can help your organisation
As experts in transforming sexual harassment culture, we can provide policy advice, boots-on-the-ground training and ongoing support for organisations in the bush and beyond.
In doing so, we encourage individuals to step out of the confines of personal reality and into the possibility of the next person’s different perspective and needs. This is a cornerstone for building safe and respectful team culture in the workplace.
We’ll work with individuals right across your workplace to ensure that sexual harassment is understood as a safety hazard, which individuals are equipped to recognise and eliminate in the spirit of uplifting the workplace cultural tone for all.
We offer bespoke workplace sessions designed to:
- Demystify the law on sexual harassment and what it means for individuals in the field, in the air, underground and beyond;
- Strengthen tools for recognising and engaging with one another in the workplace more carefully, sensitively and respectfully about sexual harassment and related risks;
- Introduce systems for interrupting unhealthy patterns of communication (such as sexualised banter) as it might unfold in the workplace;
- Support workplace leaders in operationalising new legislative changes and driving positive cultural change.
So, what’s next?
If you found this useful, you might enjoy our podcast, Spirit of the Bush. We tackle pressing new topics in every episode.
If you’d like to speak to us about supporting your organisation as these new legislative changes come into effect, please reach out.
Warmly,
Skye and Al
