When we’re talking about preventing sexual harassment at work, it’s easy to focus on inappropriate behaviour itself, what it looks like and how to stop it.
The most common tool to prevent inappropriate behaviour is to use deterrents. But deterrents alone are ineffective.
Deterrents are measures aimed at discouraging people from engaging in unwanted conduct by making the outcomes undesirable, risky or punishable. Deterrents rely on the perception of consequences being so sever that it reduces the likelihood that a person will choose to act in that way.
In the UK, we have a conviction rate of less than 2% for perpetrators of sexual violence, so is a workplace zero tolerance policy really an effective deterrent? I would argue, no.
There are many demographic, structural and social factors we can explore to risk mitigate against workplace sexual harassment, and arguably one of the most effective is power dynamics. Understanding how power shifts and imbalances impact our workplace cultures, and the people within them, is key to tackling harassment effectively.
What are power dynamics?
We often think of power as being something that a person does or does not have. But power can not be owned. It is always relative and always relational. In an organisational context, power is the way authority and influence are distributed in a workplace.
Power shows up at all levels, so whilst there are occupational factors that play a significant role in sexual harassment, it’s important to consider that we aren’t just talking about the big bosses in corner offices here, it’s about influence too. Who get’s listened to in peer groups, who get’s ignored, who’s overlooked, and how decisions are made.
Hierarchical power
When power imbalances exist, people in lower level positions or with job insecurity (zero hours, temp workers, those in probationary periods), may feel unable to speak out, ask questions, or challenge inappropriate behaviour because they fear consequences like job loss, rejection, loss of earnings, having shifts cancelled or curtailed, or even social and professional isolation, to name a few.
Employees often feel that challenging a superior, even when they’re in the wrong, could cost them their job.
In environments where authority figures wield too much power, harassment mostly goes unchecked. The McDonald’s sexual harassment cases in the media are a stark reminder of this. Employees working at McDonald’s, especially younger or lower-level workers, have been reported feeling pressured to tolerate sexual harassment from supervisors. Some worry that speaking up could result in retaliation or loss of income.
For these workers, the decision isn’t just about confronting inappropriate behaviour, it’s about whether they can afford to risk their livelihood. This isn’t a choice anyone should have to make.
Relational power and it’s link to retaliation
Relational power refers to the influence people have over each other in social interactions, often shaped by personal relationships, group dynamics, and informal hierarchies within a workplace. Unlike formal power, which is rooted in titles and positions, relational power operates through networks of trust, alliances, and personal connections. It can be just as harmful as traditional hierarchical power, particularly when it manifests in the form of retaliation between peers.
Imagine an employee who reports harassment or raises concerns about a well liked, highly influential colleague’s behaviour. In response, that individual might be socially punished by their peers, excluded from social events, ignored in conversations, or subtly undermined in day today interactions. This kind of retaliation often isn’t direct or visible, making it harder to identify but still very damaging to the individual’s wellbeing, team cohesiveness and productivity.
We think of retaliation so often as big actions like falsely constructed redundancy processes cooked up by senior execs behind closed doors to get rid of a ‘problem’ employee. But retaliation most often is happening every day, in and amongst people.
Relational power dynamics like these can create toxic environments where silence and compliance are enforced through social isolation and subtle forms of harassment. Mitigating these dynamics in a trauma-informed way involves creating a culture where every employee feels seen, heard, and valued. Encourage open communication channels, promote empathy and understanding, and ensure there are clear policies in place for addressing peer to peer retaliation.
Training on how to identify and disrupt relational power abuses, coupled with a commitment to supporting all employees regardless of their position or power within the organisation, can foster a more inclusive, respectful, and supportive workplace. That’s where we can help.
It’s our responsibility, but what can we do?
- Create frameworks and strategies to shift and disrupt harmful power dynamics.
- Create secure job environments to reduce feelings of vulnerability.
- Provide impactful training that shifts mindsets.
- Focus on prevention, not just response.
Power dynamics in the workplace are real, and they shape the way people experience harassment. What will you do about them?