Fatima and Tom are coworkers. While having a conversation at the coffee machine, Tom brings up how he saw Fatima’s application for a senior manager role. Fatima feels a bit embarrassed, says that she’s been looking to move to a senior role and asks Tom not to tell anyone. When she asks him how he found out, he says that the hiring manager is one of his close friends and they had joined the company together. Immediately, Tom says “How about I put in a good word for you? You’ve been doing some great work in our team and I’m sure he would be glad to hear it.” Fatima graciously accepts.
A few moments pass and Tom says “Since this might be my last chance with you changing teams, I have to ask. Would you go on a date with me? I’ve wanted to ask you since I met you but didn’t know how.”. Fatima politely smiles but is unsure what to do.
If she says no, what about the good word Tom was going to put in for her? Is it worth the risk?
How do power dynamics and sexual harassment work?
The Quid pro quo type of sexual harassment talks about power dynamics, at length. “Quid pro quo”, which is Latin for “this for that” is used in the context of sexual harassment when talking about an exchange. A sexual favour, in exchange for a workplace benefit or to avoid a workplace threat.
For example, a manager says to their reportee: “If you go out on a date with me, I will make sure you get a good rating on this appraisal. If not, you’re sure to get a bad rating from me”. The comment impacts the person’s ability to choose if they do or do not want to go out on a date or anything else. It makes sexual favour a condition of their progress in the workplace.
We all know about how power dynamics come from someone being a senior or a junior in the organisation.
But is that everything?
Power dynamics in the workplace
Power dynamics can, of course, come from clear workplace hierarchies, which is the most common understanding. But it can also come from smaller aspects such as the “star employee” who can do no wrong.
Going back to Tom and Fatima, the simple act of a “good word” creates a power dynamic between them – the favour giver and the favour receiver. This power dynamic impacted how Fatima would answer Tom’s question. Maybe Fatima would have immediately declined, saying she wasn’t interested if this favour wasn’t involved. But since it is, she isn’t comfortable giving the answer she would have under any other circumstance.
Power dynamics interfere with consent, which must always be freely given and strictly taken. When there is a power dynamic, consent may no longer be free. There’s the considerations of how to ensure that the person with the power can be turned down, without impacting the dynamic. In the workplace, reserving the dynamic is even more important, since the power is so clear.
Using power dynamics for good
Power dynamics aren’t a bad thing. They exist in every organisation and even outside. But how can they be used for good?
Bystander intervention
Being in a position of power gives an individual the authority to guide people and show them what is wrong and right. An effective way to exercise power for good is through bystander intervention.
When you notice inappropriate behaviour through jokes, comments, inappropriate discussions, gossip or any other form, don’t participate or allow it to continue. Standing up against inappropriate behaviour sends a loud message- there is no tolerance for sexual harassment.
To learn more about how to intervene as a bystander, read here.
Encouraging reporting
A senior colleague standing up against sexual harassment can be a huge confidence boost for employees to report incidents of sexual harassment.
When senior colleagues put their trust in the Internal Committee and stand up against sexual harassment, others feel that the issue is something that the organisation takes seriously and is committed to addressing.