Reclaiming Lives


Women
cease to
speak "not
because they
cannot speak
but because
they are not
heard." This
adds clarity
to my own
sense of
trepidation in
entering
a workshop
knowing that
I am not safe
to speak.

  1. Sexual harassment is an emotional issue, but as an adult educator I purposely contain my emotions in order to prevent being labeled as radical, over-sensitive, or unreasonable and to avoid having the subject matter dismissed. I also prepare myself psychologically for the worst scenarios and, as a means of dealing with hostility, sometimes detach myself from the actual experience and operate from within a protective "bubble." However, my ability to effectively facilitate the session and respond to the needs of all participants is reduced.

    One particular workshop comes to mind. Statistics indicating the incidence of sexual harassment and highlighting the gender breakdown of recipients and perpetrators were challenged and referred to as lies and contrivances in order to exaggerate the issue. These statistics were viewed by some as yet another way women "bash men." Participants also stated that the bureaucracy and resources dedicated to addressing sexual harassment contribute to blowing the problem out of proportion, that the very people who are in place to help eradicate harassment, including me and my co-worker, are actually interested in seeing it continue as a means of justifying our jobs.

    Situations detailed throughout our workshop were treated as examples of women acting either irrationally or vindictively (i.e. women who complain of sexual harassment are either crazy or evil). Comments such as "Hi there baldy" or "Hello dick brains" were offered as examples of acceptable workplace banter. As facilitators, we persevered but were marginally successful. Verbally and non-verbally, it was communicated to us that this issue, the process, and our presence were resented.

    I realized as the day progressed that I was talking to the walls because I couldn't bear to look participants in the face. I couldn't look at their sneers, their smirks, and their expressions of disgust and, for the others, I couldn't face the fact that I was failing them. Those who had come with a sincere interest in more fully understanding the issue of sexual harassment or those who needed to learn how to address situations they were personally enduring deserved much more than what I was able to provide. I felt especially guilty when they generously expressed their thanks and commented that we had done a "good job of holding our own against a tough group," or that we had been "severely tested and survived." But there is a high cost for survival.

    On the drive home, my co-worker and I shared the fear that our "emotional state" could be misunderstood. Without recognizing that our work was often high risk and debilitating - both spiritually and psychologically - our response could be interpreted as an indication that we were unable to handle the demand of our jobs.

  2. The mandatory nature of programs is contrary to voluntary participation, a common principle of adult education. Where individuals are mandated to attend a workshop, I am often the target of their frustration, defensiveness, and anger. In some instances, a significant amount of my time and energy is spent attempting to deal with those who resent the fact of having to attend, and the learning experience is consequently compromised for both participants and facilitators.

  3. It is unlikely that a Sexual Harassment Prevention Program can generate enough revenue to cover costs. The Sexual Harassment Prevention Program was created as a means of responding to the growing demand for information and education on the issue of sexual harassment in the workplace. This demand was primarily a result of two events: a union/ management agreement in the Government of Saskatchewan calling for the delivery of education on gender discrimination to all government employees, and changes to The Occupational Health and Safety Act which stipulate that employers must maintain work environments that are free from harassment.

    But a budgetary stipulation that the endeavor be cost-recovery is attached to this particular program. Although there has been flexibility in the implementation, a considerable amount of time and energy is expended on creating and maintaining financial reporting mechanisms. This reduces the time and energy that could be spent addressing other aspects of the work more directly related to the mandate of the program. Social change work, such as a sexual harassment prevention program, involves a great deal of staff time and energy and rarely produces easily measurable or visible results. Is it reasonable to assume that a program of this nature can recover its costs?

    Because of this requirement, decision-makers have a legitimate rationalization to cut the program. I do my work knowing that it is demanding and exhausting and at the same time that my productivity could be called into question at any moment. I also believe that the cost-recovery component inhibits the ability of administrators to deal with potential staff burn out because financial viability necessarily outweighs other concerns.

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