The Psychiatric Advanced Practice Nurse's Role as Sexual Harassment Ombudsman

TOPIC. The psychiatric advanced practice nurse's role as sexual harassment ombudsman. SOURCE. The author's own experiences as both an advanced practice nurse and an ombudsman for sexual harassment. GOAL. To describe the role of ombudsman for sexual harassment and its fit with nursing as seen in the Price Spratlen Ombudsing Model. CONCLUSION. An ombudsman for sexual harassment can play a significant role in the continuing problem of sexual harassment in the workplace. Managing grievances requires a client-centered approach, environmental assessment and sensitivity, flexibility in programs, and cost-effectiveness. Elements include education, consultation, counseling, planned interventions. referral, follow-up, evaluation, and institutional recommendations. Key words: Counseling, ombudsman, psychiatric advanced practice nurse, sexual harassment Prior to the late 1970s, the concept of sexual harassment had not been described (Webb, 1991; Lightle & Doucet, 1992). Many women were afraid to disclose sexual harassment incidents at work for fear of being blamed for provoking them. Because this fear has not been eradicated, the prevalence of sexual harassment remains unknown. Recent studies suggest that 40% of women and 15% of men experience some form of sexual harassment in the workplace (Webb; Lightle & Doucet; Eskenazi & Gallen, 1992; Petrocelli & Repa, 1992). Institutions of higher education report varying rates of sexual harassment. The most conservative estimate is that 20% to 30% of students experience incidents of sexual harassment (Sandler & Shoop, 1997). Books published in 1978 and 1979 began to change the pattern of secrecy and fear that cause under-reporting. Farley (1978) used anecdotal reports of working women and students to document incidents of sexual harassment. Mackinnon (1979) used court records and anecdotal reports to identify the legal dimension of sexual harassment in the workplace. These books provided the concept of "injury" and enabled women to understand the commonality of workplace experiences of sexual harassment. The Equal Employment Opportunity Commission (EEOC), which has federal enforcement responsibilities for antidiscrimination laws (29 C.F.R. Section 1604.11), in 1980 issued guidelines defining sexual harassment: Unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature constitute sexual harassment when (1) submission to such conduct is made either explicitly or implicitly a term or condition of ... employment, (2) submission to or rejection of such conduct is used as the basis for employment decisions . . . , or (3) such conduct has the purpose or effect of unreasonably interfering with an individual's work performance or creating an intimidating, hostile, or offensive working environment. Although this article describes my work at a university, the standards and elements apply to any setting. The University of Washington, where I am ombudsman, considers two levels of grievance: formal and informal (University Human Rights Policy, 1972; revised 1979). Informal methods of dispute resolution include mediation, negotiation, and persuasion. As ombudsman for sexual harassment I receive and resolve informal grievances. Formal complaints are handled by attorneys (Martin, 1986, Price Spratlen, 1986). Experience has revealed that some administrators continue to view sexual harassment as either a people problem or an organizational challenge. Viewed from the first perspective, sexual harassment is interpretational conflict or inappropriate behavior by an individual. Such a view may limit management and institutional responses that would lead to a systemic or prevention program. When sexual harassment is viewed as an organizational or institutional problem, as is the case at the University of Washington, administrators understand that incidents of sexual harassment are foreseeable and predictable. …