Disc riminatio n

Harassment

and Sexual
i

AFPAM 36-2705

28 FEBRUARY 1995

Discrimination

Harassment

and Sexual

BILLY J. BOLES, Lt General, USAF

DCS/Personnel

Pages: 37/Distribution: F
iii

Contents

Introduction.................................................................. v

Air Force Policy ........................................................... 1

Prejudice ....................................................................... 2

Identify the Problem .................................................... 3

Self Evaluation ............................................................. 5

Your Role and Responsibility ..................................... 6

The Recipient

The Offending Person

The Friend or Co-Worker

The Supervisor

The Agency

The Commander

Solve the Problem ...................................................... 11

Reprisal ....................................................................... 16

Working Relationships .............................................. 18

Questions and Answers ............................................. 24

Definitions................................................................... 27

Base Agencies ............................................................. 31
v

Introduction

Human relations complaint and incident rates have been

rising in the Air Force since 1984. Events of racial violence,

such as those in Miami and most recently in Los Angeles, demonstrate that racial tensions are not going away. The recent

focus on sexual harassment has raised attention in this area

as well.

The Air Force cannot isolate itself from these societal

trends. Despite commanders’ involvement and education programs, people will occasionally behave inappropriately. It

takes a strong continuing commitment by everyone to minimize these behaviors and their effects.

Every human relations incident—be it racial, religious, or

gender-related—detracts from our people’s ability to do their

jobs to the best of their ability. When you are confronted with

such a situation, whether you’re the victim, the offender, supervisor, co-worker or commander, you have a role.

Unless the situation is corrected, our ability to perform our

mission effectively is diminished greatly. We can not ignore

this responsibility.

This pamphlet is designed to help you meet these challenges. It provides insight and guidance for a healthy and productive work environment for all members of the Air Force

family. Refer to this pamphlet when you have questions about

human relations.
1

Air Force Policy

The Air Force will conduct its affairs free from unlawful

discrimination and sexual harassment. It provides equal opportunity and treatment for all members irrespective of their

race, color, religion, national origin, sex, age, or, in the case of

civilian employees, handicapping conditions, except as prescribed by statute or policy.

Whenever unlawful discrimination is found, the Air Force

immediately eliminates it and neutralizes the effects.

Commanders or supervisors who are aware of unlawful

discrimination by subordinates but fail to take action may be

disciplined. (AFPD 36-27, Social Actions and AFI 36-704,

Discipline and Adverse Actions)
2

Prejudice

People aren’t born prejudiced— they are influenced.

Other People

If someone we respect says something about a group, we

may accept it as true.

Our Own Experiences

For example, if we have an argument with someone from a

different racial group, we may decide that everyone from that

group is hard to get along with.

The Media

Television, movies and books can entertain us, but they

can also mislead us. For example, many main characters on

TV are young, white and male. We may start to think only

young, white males do exciting or important things.

Poor Self-esteem

Some people have bad opinions about themselves. To feel

more important, they sometimes “look down” on others.

“Seen One, Seen Them All”

Stereotyping is the belief that all people in a group are the

same. They can fool people into thinking they know someone,

when they don’t!
Identify the Problem

Do you know if discrimination and sexual harassment exist

in your work environment? Look for the following indicators.

Any of these elements may constitute sexual harassment

or discrimination.

Physical Contact

Squeezing a worker’s shoulder or putting a hand around

his or her waist.

Gestures

Puckering one’s lips suggestively or making obscene signs

with one’s fingers or hands.

Jokes

Telling off-color, ethnic or racial jokes.

Pictures

Pin-ups, particularly those of scantily-clad individuals.

Comments

Generalities that lump one group together and denigrate

them.

3
4

Terms of Endearment

Calling a co-worker “honey,” “dear,” “sweetheart,” or some

similar expression. The effect is the primary issue rather than

intent. Even if the person “means nothing to you” or you have

“used the term for years,” you should be aware that these expressions are inappropriate.

Questionable Compliments

“Nice legs!” “You look hot in that outfit!” Compliments

like these can make individuals feel uncomfortable or worse.

Even if the person who received the “compliment” is not disturbed by it, others may be.
5

Self Evaluation

The military is comprised of people with different backgrounds, cultures, and beliefs. To strive for a more productive

work atmosphere, get to know the people you work with and

respect their individuality as they should yours. The following

can help you get more out of work relationships.

• Does this behavior contribute to work output and mission accomplishment?

• Could this behavior offend or hurt other members of the

work group?

• Could someone misinterpret my behavior as intentionally harmful or harassing?

• Could this behavior send out signals that invite inappropriate behavior by others?

• Do I treat people equal regardless of race, gender, religion, etc.?

• Do I care if I offend others?

• Do I really listen when someone tries to tell me something I do not want to hear?

• Do people feel comfortable being honest with me?

• Do my subordinates or co-workers tell me about behaviors that they find oppressive or inappropriate?
6

Your Role

and Responsibility

When a conflict occurs in your workplace, what role do you

play? To determine this, ask yourself a set of standard questions. The answers to these questions should help you decide

the course of action.

• What happened?

• What was the result of the behavior?

• Did it disrupt the work environment?

• What are my responsibilities?

The Recipient

• Consider using an informal method of resolution if the

behavior was minor. Only use this method if you feel it will

permanently stop the offensive behavior without reprisal and

you feel the offender should be given a chance to change.

• Consider formal channels if the incident and behavior is

serious, absolutely unacceptable, or repeated (especially after

telling the offender to stop). Serious behaviors may include:

asking for sexual favors in return for a good performance appraisal; making supervisory decisions because of a person’s
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race or gender; or denying leave because of opposing religious

beliefs.

• Take responsibility to see that discrimination and sexual

harassment are stopped without reprisal.

The Offending Person

• Stop the behavior immediately!

• If you feel you may have discriminated against or sexually harassed someone, take action.

• Apologize. Ask another person or supervisor for advice

and accompany you to the recipient, or intervene on your behalf.

• Talk to the recipient and discuss how we can communicate more effectively.

• If a formal complaint has been filed, seek legal counsel or

assistance to understand your rights.

• Avoid any appearance of reprisal whether direct or indirect.

• Seek help from an agency that can assist you in getting

on track (e.g. Chaplain, Social Actions, Family Support).

• Take responsibility to see that discrimination and sexual

harassment are stopped and that there is no reprisal.
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The Friend or Co-Worker

• If you are approached by a friend or co-worker who feels

he or she was discriminated against or sexually harassed, take

action.

• Encourage the recipient to approach the offending person

directly or use other informal resolution methods.

• Offer to accompany the recipient to the offending person,

his or her chain of command or an agency to file a formal complaint.

• If the situation is serious, encourage the recipient to seek

help through Social Actions or the EEO counseling system.

• Take responsibility to see that discrimination and sexual

harassment are stopped and there is no reprisal.

The Supervisor

• If you observe or are approached about discrimination or

sexual harassment, take action.

• Advise the person who was offended, if civilian, of their

right to seek help through the EEO process.

• Advise the offending person to stop immediately. If the

offender is your supervisor, report it to the next level or encourage the recipient to do the same.

• Act promptly and take corrective action if you supervise

the offending individual.
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• Warn all parties immediately against behavior which

may look like direct or indirect reprisal.

• Inform the chain of command.

• Take responsibility to see that discrimination and sexual

harassment are stopped and that there is no reprisal.

The Agency

• If you work in an agency where individuals can file complaints and are approached by the recipient, offending person,

friend or co-worker, take action.

• Discuss the incident or problem with the person.

• Determine if the issue is within agency purview.

• Encourage resolution at the lowest level.

• Conduct fact-finding if a formal complaint is filed or the

employee seeks EEO counseling.

• Coordinate findings with the legal office.

• Determine if a violation occurred.

• Conduct follow-up and check for reprisal.

• Take responsibility to see that discrimination and sexual

harassment are stopped and that there is no reprisal.
10

The Commander

• If you are the commander of the recipient, offending person or have observed discrimination or sexual harassment,

take action.

• Encourage resolution at the lowest level.

• Brief the alleged offender of his or her rights.

• Discuss behaviors that the recipient may perceive as direct or indirect reprisal. Talk about steps to report reprisal.

• Recommend mediation if appropriate.

• Solicit technical assistance from Social Actions or the

chief EEO counselor.

• Provide timely resolution and feedback to the recipient or

alleged offender.

• Enforce strong sanctions against violations.

• Follow-up with all involved individuals.

• Take responsibility to see that discrimination and sexual

harassment are stopped and that there is no reprisal.
11

Solve the Problem

To help combat discrimination and sexual harassment in

your work environment, never ignore the problem, speak up

and seek help. There are two ways to go about this. You can attempt to resolve the problem either informally or formally

without reprisal.

Informal Resolution

Speak with the offender. Approach the individual(s) in

person. Give yourself time to collect your thoughts or cool
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down. Stay focused on the behavior and its impact. Write

down your thoughts before approaching the individual(s) involved. Use common courtesy and ensure your approach is not

disrespectful.

EXAMPLE:

“You’re a good trainer but I can’t concentrate on the

task with you rubbing my arm. It makes me feel uncomfortable.”

Keep records. Include each event, date, time, location,

what happened, what was said, how you felt, and the names of

any witnesses or others victimized by this person.

Write letters. You can write a letter to the offender. Include the following in your letter:

• A description of the unwelcome behavior

• Date(s) and time(s) the behavior occurred

• A clear message that you want the behavior to stop

• A warning that if behavior does not stop, you will take

further action

• Your signature and date

Make a copy for your personal records and consider having

someone witness the transfer of the letter.

Ask others. Ask another person to talk with the individuals involved, accompany you, or intervene on your behalf.

Consider asking others if they have experienced similar treatment from the offender.

Go to chain of command. Go to your supervisor or others in your chain of command and ask for their assistance in
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resolving the situation.

Generic approach. Perhaps your concern is that the individual needs to be educated or the unit’s policy needs to be

reemphasized. If so, ask for assistance from an agency such as

Social Actions or the installation Chief EEO Counselor and attempt to resolve the issue without implicating anyone (example: a seminar on sexual harassment).

Consider mediation. Social Actions personnel and Chief

EEO Counselors offer mediation as an option for resolution of

some issues. Mediation is a process which is non-adversarial

in nature. It is provided through the skills of a trained mediator. Its focus is the mutually satisfactory resolution of disputes. The parties involved arrive at what each of them agree

is fair — or at least the best available resolution—through the

mediation process. You may want to try this option prior to

filing a formal complaint. If the method does not work, other

options are available. Some people may use mediation if they

are concerned about safeguarding the relationship; want to

safeguard their privacy; believe they do not have enough evidence for a formal complaint; or simply want to try this option.

Individuals can still pursue a formal complaint if they are not

satisfied with the mediation process. Social Actions technicians and EEO counselors can explain the process and advise

individuals on the feasibility of using this approach.

Seek EEO counseling. If you are a civilian employee

and feel you have suffered discrimination you have the right to

contact an EEO counselor for assistance. You must consult an

EEO counselor before filing a formal complaint of discrimination or sexual harassment. The initial contact must be within
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45 days of the incident alleged to be discriminatory. The counselor will complete pre-complaint counseling within 30 days

and advise you of the outcome. If the counselor is not able to

resolve the situation, you may file a formal complaint with the

chief EEO counselor or local commander.

Formal Resolution

Discrimination and sexual harassment can have serious

consequences for unit cohesion and teamwork. The Air Force’s

complaint process is designed to address concerns specifically

related to discrimination based on race, color, national origin,

religion, sex, age, and if civilian, handicapping condition. All

Air Force personnel and their dependents have the right to

thorough and expedient investigations of EO concerns when

they perceive an injustice or incident of unfair treatment has

occurred. If you feel uncomfortable with the informal process

or are not able to resolve an issue at that level, a number of

agencies are available to assist you.

The chain of command. We encourage you to use your

chain of command first before seeking outside resolution. If

the problem is within the chain or if you do not want to use

this avenue, there are several base agencies that can assist.

Social Actions. Social Actions is part of the wing

commander’s staff. They are responsible for operating the

installation’s Equal Opportunity and Treatment Program.

They are also the focal point for processing military discrimination complaints.
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The Chief EEO Counselor. The chief EEO counselor is

part of the wing commander’s staff. The counselor is responsible for operating the installation’s EEO complaint program.

The chief EEO counselor is also the focal point for processing

civilian allegations of discrimination and sexual harassment

complaints.

The Inspector General (IG). The IG is the principal

agency for receiving and investigating complaints about an

installation’s work environment and leadership. This agency

conducts inquiries and investigations for violations of Air

Force EOT policy. The IG is also the focal point for reporting

any reprisals which may occur.

The Housing Referral Office (HRO). The HRO is responsible for monitoring and administering the installation’s

housing referral program. The HRO will receive and

investigate complaints of discrimination in the rental or sale of

off-base residences.

The Chaplain. He serves as advisor to the installation

commander on all religious matters and provides guidance on

religious practices, family and marital counseling, and other

secular or non-secular services. The chaplain is the expert on

issues concerning religious discrimination or accommodation.

The Staff Judge Advocate (SJA). The SJA is responsible to the Commander on all legal matters. He serves as an

advisor in litigating criminal charges and prosecuting military

personnel for criminal offenses. The SJA also reviews discrimination reports to determine if they require further investigation or if evidence supports a violation of AF EOT policy.
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Reprisal

Each of us has a right to report sexual harassment or discrimination without fear of reprisal. Acts of reprisal against an

individual should be reported immediately.

Reprisal occurs if someone threatens you or your career because you filed a complaint or discussed an issue with your

chain of command or another agency. It could include negative

performance ratings, letters of counseling or reprimand, nonrecommendation for re-enlistment, etc.

Sometimes reprisal is difficult to recognize. It could include withholding training, denying opportunities to compete

for awards and recognition, or job assignments designed to

limit career progression. For example, “diluting” an

individual’s performance report or not considering them for Civilian of the Quarter.

Some well-intended actions may be perceived as reprisal.

EXAMPLE:

An individual filing a complaint may be removed from

the duty section to protect them from “hostility.” However, the individual may feel he or she is being punished for filing the complaint.

If a person knowingly files a false statement or tries to use

the complaint system in retaliation against an individual he or

she can be penalized. However, a complaint that is “not substantiated” does not automatically fall into that category.
17

Acts of reprisal are illegal. It not only affects the recipient,

but can spread rapidly throughout the unit. Reprisal or retaliation against an individual for complaining destroys faith in

unit leadership and can damage the human relations climate.

Reprisal also jeopardizes unit effectiveness, morale and cohesion.

Leaders should clearly state opposition to reprisal of any

type. Leaders must train subordinate leaders and continually

address the negative consequences of reprisal actions and its

impact on the environment. Leaders can cultivate a climate in

which the resolution of complaints is accepted as part of mission accomplishment. Actions such as co-workers making

jokes or comments, ostracizing recipients or alleged offenders,

or posting anonymous notes on the bulletin boards impact the

unit. Commanders and supervisors must observe behavior, actions and moods within the unit to be aware of and act quickly

if reprisal (real or perceived) occurs. Leaders must also act

quickly if “anonymous reprisals” happen within the unit.

Acts of reprisal or intimidation of any type are illegal and

will not be tolerated.
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Working Relationships

A goal of every Air Force leader is for human relations to

have a positive meaning. It is to a leader's benefit to treat

people fairly, with respect and dignity. This creates a conducive working environment where subordinates look forward to

coming to work, learning, doing their job, and working side by

side with their co-workers.

Effective human relations does not mean forsaking military

standards, common courtesy, and discipline. Human relations

translates to supervisors showing concern for people and acquiring knowledge about and respect for the background, values, goals, needs and skills of subordinates. Good leadership is

willing to listen, respond, and demonstrate trust and confidence in each individual's ability to do the job. These leaders

also treat individuals and groups with respect and dignity.

Supervisors must foster a work environment that is conducive to accomplishing the mission. Treating everyone with respect and dignity is absolutely essentiaal to ensuring everyone

is developing and working toward their full potential.

Barriers

Over the history of our nation we have seen how differences can create conflict and a hostile work environment. If

not properly handled, conflict and other negative behaviors,

based on actual or perceived differences, can be detrimental to
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teamwork and unit cohesion. Pitfalls can occur that should be

dealt with on the spot. The following examples are barriers to

good human relations:

“I don’t want to talk about it.” Ignoring the issue of

discrimination and sexual harassment won’t make it go away.

Doing nothing about it can only increase the likelihood that

your organization could be involved in legal disciplinary action. Increasingly, recipients who feel they have nowhere to

turn within their organizations take their complaints to formal

channels.

“It only happens to women.” Perhaps more often than

you think, sexual harassment does affect men, as well as

women. Studies show that the number of nontraditional

sexual harassment complaints is increasing. Sexual harassment can also affect co-workers negatively. Everyone in your

organization can be harmed by sexual harassment.

“Sex doesn’t belong in the workplace.” Many people

confuse the issue of sexual harassment with sex or sexual attitudes and behavior. Sexual harassment isn’t about sex or

healthy personal relationships. It is an expression of power by

one individual over another that can be personally devastating

to the recipient and others.

“We can’t even enjoy a good joke anymore.” Sexual

harassment and racial jokes aren’t funny. It is no laughing

matter when a person’s self-worth and job performance suffer

because of inappropriate behavior. What may seem like harmless behavior to one person can be offensive to another. It is

important to understand that this type of behavior can be a

form of illegal discrimination.
20

“If they are in this country, they should speak clear

English.” Some people react to accents negatively. They

may even be rude when someone does not speak “proper” English. People have accents either because of ethnicity or the

region of country they come from. English may also be their

second language. Some people consider them to be less intelligent, less competent, and less trustworthy. Individuals deserve to be treated fairly in any situation.

Likewise, people make judgments about others based on

the kinds of expressions they use because of where they’re

from. Such expressions include “yonder,” “y’all,” or “sho’nuf.”

Assumptions can also be made about “hip hop” language. The

people who speak this way are sometimes thought to be uneducated, or less intelligent.

“We’re from different backgrounds; how can we communicate?” People have different experiences which account

for many of the problems that occur when they try to interact

cross-culturally or across genders. Cultural, racial, and gender differences affect our experiences. Our experiences or lack

of them directly relate to our ability to communicate and be

understood. Sharing experiences and opening the lines of communication can often bridge these gaps.
21

Respect

Respect is the key to combating discrimination and sexual

harassment in the Air Force.

R

E

S

P

E

C

T

Resolve conflicts immediately and at the lowest level.

Explore options that will improve unit relationships.

Sensitize yourself and your subordinates to the issues.

Promote positive human relations.

Eliminate unacceptable behaviors.

Consider the needs of your organization.

Take a stand against discrimination and sexual

harassment.
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Effective Communication

• Be open about differences. Don't ignore them. Share how

your background has influenced you.

• Encourage questions about the things that make you different. For example, I'd like to learn about that holiday you

celebrate. Will you tell me about it?

• Make a point to make friends with people different from

you. Share any concerns.

For example, if a new friend has a disability, you might

ask, "Does it help if I hold the door for you, or would you

rather I not?"

• Don't make someone a spokesperson for his or her group.

"So, what do Hispanics think about this?" Don't suggest the

person is an exception, "You're not like other blacks I've met."

• Avoid telling racial or sexual jokes—even jokes about

your own group. It encourages more of the same. Be careful

with other kinds of humor such as the "friendly insult."

• Make your feelings known if someone says an unfair remark about a group.

• Emphasize common experiences that unify rather than

differences that divide. Regardless of culture, race, gender, religion, and a host of other factors, people around the world

share the need to communicate with others and engage in

meaningful work.
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1941 - World War II Tuskegee Airmen - 1st All Black

Flying Unit

1948 - Executive Order (EO) 9981 - Integration of

Armed Services

1963 - Fair Labor Standards Act Amended - Prohibited

Discriminatory Wage Differentials Based on Sex

1964 - Civil Rights Act of 1964 (Titles II, III and IV)

1967 - EO 11375 Prohibits Discrimination Based onSex

1969 - Human Goals Proclamation and EO 11478

1968- 74 - Racial disturbances in civilian sector and

military installations: Travis, Chanute, USAFE

PACAF, etc.

1972 - Public Law 92-261 - Equal Opportunity Act

1972 - Race Relations training for all DoD personnel

1975 - Public Law 90-130 lifted 2% restriction on

women; Pregnancy policy rescinded; academies

admit women

1982 - AF implements Sexual Harassment training

1991 - Civil Rights Act of 1991, Tailhook, Desert Storm

1992 - Air Force Review of Sexual Harassment Programs

1994 - Task Force on Discrimination and Sexual

Harassment

Human Relations Evolution
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Questions and Answers

Question: How do I protect myself from false charges of

sexual harassment or discrimination?

Answer: First, do not have a reputation in your unit as

someone who tells sexual or racial jokes, makes inappropriate

comments/innuendoes, or is the toucher/hugger. Second, make

sound job decisions based on objective criteria and clear professional standards. Third, document those decisions.

Question: What is third-party discrimination or sexual

harassment?

Answer: It is harassment that occurs in your work environment that indirectly affects you. For example, two individuals are being considered for an award. One individual

gets the award because of a sexual relationship with the selector, or they belong to the same racial group — not qualifications. The “third-party” (the person not selected) has been discriminated against.

Question: What are sexually suggestive visuals or objects?

Answer: If you wonder whether a visual or object could be

sexually suggestive, take it home, it doesn't belong in the workplace. If you have or allow sexually suggestive visuals or

objects in your workplace, recognize that they: create potential

for a complaint; do not reflect a professional image; and

contribute to creating an offensive, hostile, and intimidating

work environment.
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Answer: Yes. If the workplace behavior is sexual and unwelcome, or if jokes are offensive to a co-worker, that behavior

could be discrimination or sexual harassment.

Question: What’s the big deal about having sexually oriented pictures, cartoons, and calendars around work? They

aren't wrong or bad, are they?

Answer: Sexually oriented visuals can be used as evidence in sexual harassment complaints. They can contribute

toward creating an offensive, intimidating, and hostile work

environment. These visuals portray males and females more

as sexual objects than as professionals. They also reflect the

attitude of the person displaying them.

Question: If someone means no harm by “friendly”

behavior and “harmless” joking, not intending to hurt any

feelings, is he or she still guilty of sexual harassment or

discrimination?

Answer: Probably yes. The determination of whether a

behavior is sexually harassing is not necessarily based on how

it is intended, but how it is received. The guidelines refer to

“unwelcome” sexual advances and conduct, either verbal or

physical, which have the effect of creating an intimidating,

hostile or offensive work environment. If the actions are

received this way, the behavior is considered harassment.

Question: We’ve got both men and women in our work

group and we like to tell jokes and make comments. What if

we get a new person who doesn’t like this behavior? Do we

have to change because of one person?
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Question: Can an individual be sexually harassed even if

the behavior is not directed to him or her?

Answer: If unwanted sexually harassing behavior is occurring in your work environment, it is sexual harassment

even if it is not directed toward you.

Question: When a person wears provocative clothing,

isn't he or she asking for comments?

Answer: Regardless of what a person wears, another person does not have the right to sexually harass them. Each individual has the responsibility to dress appropriately for the

job.
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Definitions

Equal Opportunity and Treatment. The right of all

persons to participate in and benefit from programs and activities for which they are qualified. These programs and activities shall be free from social, personal, or institutional barriers

that prevent people from rising to as high a level of responsibility as possible. Persons shall be evaluated only on merit,

fitness, and capability regardless of race, color, gender, national origin, age, or handicap except as prescribed by statute,

or DoD/Service policy. (DoDD 1350.2, The Department of Defense Military Equal Opportunity and Treatment Policy; AFPD

36-27, Social Actions)

Equal Employment Opportunity Program. A program

to ensure compliance with the law; to ensure EEO; and to

eliminate discrimination in Air Force recruitment, selection,

placement, awards recognition, and training based on race,

color, religion, sex, national origin, handicapping condition, or

age.

Discrimination. Any action that unlawfully or unjustly

results in unequal treatment of persons or groups based on

race, color, gender, national origin, religion, age, and, if civilian, handicapping conditions, for which distinctions are not

supported by legal or rational considerations. (AFPD 36-27,

Social Actions; AFI 36-1201, Discrimination Complaints)
Disparaging terms. Terms used to degrade or connote

negative statements pertaining to race, color, gender, national

origin, religion or age. These terms include insults, printed

material, visual material, signs, symbols, posters, or insignia.

The use of these terms constitutes unlawful discrimination.

Prejudice. A negative feeling or dislike based upon a

faulty and inflexible generalization (i.e., prejudging a person

or group without knowledge or facts).

Racism. Any attitude or action of a person or institutional

structure which subordinates a person or group because of

race.

Reprisal . Taking or threatening to take an unfavorable

personnel action or withholding or threatening to withhold a

favorable personnel action against an individual for attempting to communicate to a supervisor, commander, inspector

general, member of congress, or any established grievance

channel.

Sexism. Attitudes and beliefs that one gender is superior

to another.

Sex discrimination. The action taken by an individual

to deprive a person of a right because of their sex. Such

discrimination can occur overtly, covertly, intentionally, or

unintentionally.

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Sexual harassment. A form of sex discrimination that

involves unwelcomed sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature

when:

• Submission to or rejection of such conduct is made either

explicitly or implicitly a term or condition of a person’s job, pay

or career, or

• Submission to or rejection of such conduct by a person is

used as a basis for career or employment decisions affecting

that person, or

• Such conduct has the purpose or effect of unreasonably

interfering with an individual’s work performance or creates

an intimidating, hostile, or offensive work environment.

The above definition emphasizes that workplace conduct,

to be actionable as "abusive environment harassment, need

not result in concrete psychological harm to the victim, but

rather need only be so severe or pervasive that a reasonable

person would perceive, and the victim does perceive, the work

environment as hostile or abusive.

NOTE:

“Workplace” is an expansive term for military members

and may include conduct on- or off- duty, 24 hours a

day.
Any person in a supervisor or command position who uses or

condones any form of sexual behavior to control, influence or

affect the career, pay, or job of a military member or civilian

employee is engaging in sexual harassment. Any military

member or civilian employee who makes deliberate or repeated unwelcomed verbal comments, gestures, or physical

contact of a sexual nature in the workplace is also engaging in

sexual harassment.

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Area Defense Counselor

Chaplain

Customer Service

Family Advocacy

Family Support Center

Housing Referral

Inspector General

Judge Advocate

Legal Assistance

Mental Health

Senior Enlisted Advisor

Social Actions

Chief EEO Counselor

Base Agencies

Please fill in the blanks with the appropriate phone numbers for

your installation:

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