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Esther Choo @choo_ek
, 11 tweets, 2 min read Read on Twitter
Oh really? What a surprise. I’ve got some suggestions.
First, how about we stop pretending that sexual harassment is an isolated issue? Harassment will flourish where women are devalued and disempowered across the board.
Second, how about we give a sh** when harassment is subclinical, ie pre-litigation, maybe even pre-HR complaint? We all know the high cost and impossible barriers to reporting.
One example: women in my field (emergency care) have told me they will swap around shifts to avoid signing out to men who physically or verbally harass them.
When women start bending over backwards to avoid a serial harasser, isn’t that something you’d want to know?
Next. How about “efforts” to “try” to address these issues didn’t fall solely on the shoulders of women, with budgets ranging from nothing to almost nothing?
Common: a women in medicine & science program with a 10% FTE.

Also common: please innovate the experience of women in this department ... on top of your current duties.
Next, one dear to my heart: measuring stuff. Decide what's important, measure it periodically. The data helps on many counts: tells you where the needs are, what the needs are, and if something actually worked the way you thought.
Oh, now you're spending $500k on a campus-wide intervention? Super. See if it actually works. I don't love pre/post data, but I'll take it over no data. Something. Anything.
We have this "hold our breath and hope it's not happening" approach to harassment. It's probably more reasonable to assume it's happening unless we take active, constant measures to prevent it and can confirm it's not happening (ref above: measuring stuff).
Harassment is so costly in both visible (lawsuit, reputation) and invisible (morale, burnout, depression, attrition) ways that organizations should provide financial incentives for administrators to demonstrate progress in minimizing harassment.
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