"I don't know about that. I would actually rate that
differently."
And so said one of the senior executive participants in a
session I ran earlier in the week for the ExCo of one of
Australia's largest publicly-listed companies. The comment was
made as part of a "game" (or perhaps better described as
an exercise) I have developed in response to the brief I had been
given by this client. The brief was to take harassment prevention
education to a new level of relevance.
This organisation, a household name, has done nearly all things
that a diligent organisation could be expected to do when it comes
to compliance in relation to behaviour and culture. I like the
phrase "behaviour and culture" as a better descriptor for
matters such as workplace bullying, discrimination and sexual
harassment. The organisation has rolled out in-person training
(conducted by me and members of my team) once every two years.
Their policies are robust and routinely vetted by us. They have
