AboutDr. Mac Expertise I can answer any question that has to do with working relationships, management skills or lack there of, conflict, and leadership. I primarily work with troubled teams, groups with poor management, or general dysfunction for over twenty-five years. I am also a professor at the University of Denver in the Alternative Dispute Resolution department. Go to www.greggiesenassociates.com to see my client list.
I'm using the alias "Dr. Mac" because he is the main character in my latest management book, Ask Dr. Mac. He plays a newspaper advice columnist on business issues.
Experience Again, twenty-five years of experience here. Email me at ggiesen@greggiesenassociates.com with any specific questions not related to this site.
Published articles written by Greg Giesen:
• Conflict Between Two Employees May Reflect on Organization, in the March, 2003 issue of the Denver Business Journal.
• Meeting Management: Let’s Cut to the Chase, in the March, 2003 edition of CHRA’s The Advisor magazine.
• From Conflict to Collaboration, appearing in the March, 2003 edition of Executive Excellence Magazine.
• Leading From Within, appearing in the April, 2003 edition of Personal Excellence Magazine.
• Only an Integrated Approach Will Increase Employee Motivation, May, 2004, OD Network magazine, Practicing.
• Motivational Mastery, appearing in the March, 2005 edition of Sales & Service Excellence Magazine.
• Creating Collaboration: A Process that Works, appearing in the July, 2007 edition of Projects & Profits magazine, India.
• The Value of Vision, Submitted to Chicken Soup for the Soul’s Lessons in Leadership, due out in January, 2009.
Books written by Greg Giesen:
• Creating Authenticity: Meaningful Questions for Meaningful Moments, 2001, ISBN: 0-9721114-0-9
• Creating Authenticity: Meaningful Questions for the Minds and Souls of Today’s Leaders, 2002, ISBN: 0-9721114-1-7
• Ask Dr. Mac: Take the Journey to Authentic Leadership, 2007, ISBN:
0-9788555-0-7.
PROFESSIONAL DEVELOPMENT
• Your Best Year Yet Certification, Best Year Yet, LLC.
• DiSC Certification, Resources Unlimited.
• Social Styles Pro II Certification, Cahners TRACOM Group.
• Consultant’s Training, Corporate Transformation Tools, Richard Barrett & Associates.
• Myers-Briggs Type Indicator Qualification Training, NTL.
• Adventure Systems & Design, Challenge Course Certification.
• The Coaches Training Institute, The Professional Coaching Course.
• Group Process Consultation, NTL.
• Mediating EEO, Personnel & Employee Relations Disputes, CDR.
• Conflict Resolution Workshop, Aiki Works, Inc.
• Facilitator Training, (270-hours), Good Works Unlimited.
• Wilderness Therapy Practicum, Colorado Outward Bound School.
• The Human Element, Will Schutz & Associates.
EDUCATION
Masters of Science, 1982, Miami University, Oxford, Ohio. Major: Personnel Services & Counseling.
Bachelor of Arts, 1979, Western State College, Gunnison, Colorado. Majors: Psychology & Sociology.
Expert: Dr. Mac Date: 4/11/2008 Subject: Hostile Work Environment?
Question Dear Dr. Mac,
Any advice or suggestions you could provide will be greatly appreciated as I'm nearing the end of my rope.
I work for a large software company in a sales capacity. In a very real sense, the work environment is very similar to what you would expect of a frat house. Women are vastly outnumbered(out of 5000 employees, I would guess we have less than 10% females), and we are constantly treated like emotional basketcases and/or sex objects. References about a womans clothing, cleavage, size, etc are thrown about without any regard to feelings. While none (thus far) of these comments have been directed towards me, we are in a cubicle environment and it is impossible to not overhear these conversations. Previously I would stand up and glare when I would hear such comments, but it does nothing more than guarantee a mumbled apology and then probably rude comments about how I am a prude. Oh well! :)
Here is the deal.. I finally went to HR. Immediately the HR rep (male) went into defensive mode.... leaned back in the chair, arms crossed and told me that sales people are of a different breed and need some lattitude. He asked what solution I felt would be appropriate to which I responded that sensitivity or sexual harrassment training may be a good first step. The HR rep then went on to inform me that no action would be taken based on one person's complaint, but he will keep his ears open for other complaints.
So.. in a nut shell that it what is going on. I do like my actual job, but I'm seriously at the end of my rope. Problem with that is the current state of the economy. Is right now really the time to voluntarily leave a job? Being that software companies are beginning to lay off employees, I think the answer to that is no. SO.. what are my options? Can one person change an entire corporate culture? How can I get this to stop?
Answer Dear Bugged in Software Company,
I feel your pain. In fact, I would like to share this riddle with your HR rep: what do horseshoes, hand grenades and harassment all have in common? That's right, close enough is good enough to do some damage. In other words, under our civil rights laws, bystanders have the same right to be free from harassment. Therefore, even if you are not the target of offensive behavior, but you see harassing behaviors or overhear offensive language, you are just as protected and you have the right to complain. You were right to complain. Your complaint triggered the employer's responsibility to seek out and eradicate offensive behavior. The fact the HR rep did little or nothing only exposes the employer even more. The HR rep is also forgetting another important rule: The majority does not always rule in harassment cases. The standard for determining offense is whether a reasonable person under a totality of the circumstances would find the behavior objectively offensive. The fact an organization's culture tolerates, or even encourages such behavior, is irrelevant. The arguments that we "were just having fun," "that's the way it's always been around here," "it's just jokes and harmless teasing," or my least personal favorite, "boys will be boys," are admissions of liability, not reasonable excuses or defenses. Indeed, trying to invoke the "we are different," "we are sales people," or "we are so important" defenses in these cases is just a form of corporate suicide. I should add, if you are subjected to some adverse consequence because you complained, then the employer is not only liable for harassment to which you have been exposed, but also for retaliation.
Finally, if your employer does not do anything, employees have the right to complain to the federal or state civil rights agencies in your state to seek relief. Given your employer's lame effort, you may wish to consider taking your complaint to a more receptive audience.
