The explosion in sexual harassment charges against company executives is a symptom of the dramatic change that is going on in the workplace. This is about much more than a few courageous women standing up to a few misogynist men. We are witnessing a sea change in the way employees relate to their leaders and to each other. The command-and-control, hierarchical, do-as-I-say work environment of the 20th Century industrial economy is giving way to the communication and collaboration workplace of the 21rst Century knowledge economy. Companies will never be the same.

Rapid change due to technology, globalization, competition, and diversity is bringing to light the many failings of traditional workplaces. Disrespecting women—or anyone--has never been right, but the demands of the modern organization are now making this behavior intolerable. 

In our forthcoming book, Minds at Work: Managing for Success in the Knowledge Economy, David Grebow and I contrast organizations stuck in the “managing hands” environment of the industrial economy with organizations that have a 21rst century, “managing minds” environment. We write:

Companies that are learning to manage minds are focused on being open, transparent organizations in which collaboration and communica­tion are basic operating principles. They believe that sharing knowledge is power, and continuous learning is the key to successfully meeting the challenges of the knowledge economy. Failures are to be learned from and not hidden. Opposing viewpoints and ideas are valued and listened to by everyone in the company. Conversations are open and honest. The hierarchy of roles, and the secrecy and compartmentalization that go with it, has been replaced by the hierarchy of ideas, in which openness is a prerequisite.

In the managing minds workplace, there is no place for harassment or discrimination of any kind — whether it’s based on gender, sexual orientation, disability, race, religion, or age.  You must insist that your employees live these values not only because it is the right thing to do, but also because it creates a workplace that is happier, more collaborative, and more productive.

Creating and maintaining a harassment-free work culture is not easy given that the default behavior in most organizations is to marginalize and exclude women from power and from the central decision-making processes of the business. Requiring employees to complete a course in diversity does little to change that culture. Leaders (men and women) must model respectful behavior throughout each day, coach people in this behavior on a continuous basis, and discipline people who choose to be disrespectful. Managing for success in the modern workplace means creating and maintaining an environment of inclusion, collaboration, cooperation, and, most of all, mutual respect.

David Grebow and I have written Minds at Work to explain why organizations cannot succeed unless they commit to giving up behaviors that date back a hundred years with ones that are better suited to today’s business realities.

To succeed in the knowledge economy you need the intelligence, commitment, skills, and talents of every one of your employees. You cannot attain that goal if you have female employees working in an environment where they may be intimidated, embarrassed, shamed, or made to believe that their employment is conditional on providing sexual favors.

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