The document discusses several topics related to counseling, including sexual harassment, work-life balance, verbal abuse, substance abuse, and unethical behavior. 1. It provides an in-depth analysis of how to properly assess and counsel individuals accused of sexual harassment through a comprehensive evaluation of personal and workplace factors. 2. It outlines perceptions and consequences of work-life imbalance as well as strategies employers can implement to promote better balance for employees such as flexible schedules and leave policies. 3. It advises that those experiencing verbal abuse at work should seek emotional support from trusted individuals and notes that confrontation should be avoided. 4. It acknowledges gaps in effective counseling for substance abuse but identifies factors common to successful

1. Sexual harassment
Sexual harassment in the workplace has become a major problem for business and industry, and the
source of expanding litigation. Many companies have already recognized the need to address this
problem preventatively. They have established sexual harassment policies and grievance procedures,
which may even be required by both general and employment practice liability insurers. A wide variety
of sexual harassment awareness training programs are being offered to address the company's culture
with respect to gender bias and identification of potential harassment. However, even though these
are valuable steps to make the workplace conscious of discriminatory and harassment issues, they are
often not enough once harassment has been identified.
Unlike a sexual harassment preventive training program to avoid a problem, once harassment is
claimed, the company already has a problem. The problem is often not easily solved and may have
complex sources. Of course, if the alleged harasser's actions have been sufficiently egregious, the
proper response of the company could be termination. When the harassment has been less egregious,
disciplinary action or sexual harassment preventive training can fall short of rectifying the problem--
and may merely postpone a subsequent disaster. Counseling the individual must involve a more
personalized approach. This should include an assessment of both the alleged harasser and the
employment setting, identification of target areas that led to the harassment and meaningful
remedialintervention. Trained psychological consultants can be valuable in this process.
The proper assessment involves a clear understanding of the events in question. This first comes from
the company having conducted a thorough investigation. A review of any investigative reports is,
therefore, important for the consultant. The personnel file of the alleged harasser needs to be
scrutinized and input from human resources personnel and supervisors must be taken into account.
Knowing whether or not there is a sexual harassment policy and if sexual harassment preventive
training has been provided are also crucial.
The individual needs to be interviewed not only with regard to the circumstances surrounding the
complaint, but also organizational and interpersonal factors that may be relevant. Of particular
importance are attitudinal and psychological predispositions to harassment behavior. Questionnaires
and other psychological testing instruments may be helpful to identify sexual harassment awareness,
general levels of stress, and contributing personality factors.
The target areas on which to focus for such an evaluation include the characteristics of the individual
and the organization which may play a role in the harassment. The individual's characteristics can be
situational, attitudinal, interpersonal and psychological. It is important, for example, to determine the
level of participation in the sexual harassment, the degree of denial or externalization of blame, and
the extent of rationalization for what has occurred. Cultural and gender biases must also be exposed.
Is the individual aware of the nature of sexual harassment behavior, sexual harassment policy, sexual
harassment law and employer liability? What is the individual's personal relationship to the
complainant? Has there been romantic distortion? Is there a history of retaliation or potential
retaliation?
From a psychological standpoint, does this individual show a pattern of personal inadequacy and a
need for power assertion? Although power assertion is usually considered the primary motive for
sexual harassment, there are some individuals who also have sexually distorted behavioral patterns.
Is there a recognizable personality disturbance? What marital issues may be playing a role? At times,
trouble in a marital relationship leads to inappropriate displacement of anger or seeking of unmet
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2. needs in the workplace. Is there an element of substance abuse that may be playing a role? Are there
personal mental health issues that need to be addressed?
From an organizational standpoint, it is necessary to evaluate the work environment and its overt or
covert support for sexual harassment and discrimination. At times there also may be company or work
group dynamics which are affecting morale, productivity and relationships which then set the stage for
sexual harassment behavior. What level of stress is present in the workplace? Are personnel becoming
frustrated and acting out their distress?
It is also important to take a good look at the position in the company of the alleged harasser. What
kind of demands are being placed in that role? Is there sufficient role clarity? Has that individual
demonstrated good stress tolerance or is there a history of deterioration under stress? A frequent
source of stress and frustration in the workplace is employment insecurity. Is this an area for which
the individual has reason to be concerned? Is this likely to improve, or does the sexual harassment
complaint now only add to insecurity?
Although the proper foundation for sexual harassment policy is that of no tolerance, the interpersonal
relationship between the alleged harasser and the complainant should be investigated. Was this only a
professional relationship, and what is likely to happen to it now? Is it viable for both to continue
working together in the same or similar capacity? Is separation of the two something to consider? It is
also important to look at the complainant's personnel issues. At times a sexual harassment complaint
comes in the framework of personal or organizational issues unrelated to the alleged harassment. For
example, it may follow performance problems, poor motivation, misbehavior, or the complainant's
own employment insecurity. The complainant's behavior should also be scrutinized for the presence of
welcomness and provocation of harassment. Some studies have shown that previous abuse or
harassment can lead to a repetition compulsion in which similar situations or claims are actually
sought. Is there a record of the complainant being hypersensitive or also having a personality
disturbance?
With a proper assessment and identification of target areas of concern, intervention becomes more
focused. From the standpoint of the alleged harasser, there could be counseling regarding maladaptive
situational and interpersonal factors. There could also be recommendations for psychological
treatment where appropriate. This could include referral for personal counseling, marital therapy or
treatment of substance abuse problems. Where there have been identified stress factors or low stress
tolerance, recommendations for stress management may be helpful. Increasingly, stress management
programs are finding their way into the workplace because of a recognized need.
The crux of remedial sexual harassment counseling is addressing sexual harassment awareness issues
in a personalized way and providing tools for the individual to tackle future situations more
appropriately. Once an individual's myths or biases which result in boundary crossings or boundary
violations are uncovered, they can be specifically discussed. Individuals can be tested to see whether
they understand how their personal behavior, both generally and in the workplace, has constituted
sexual harassment. They can be later tested to see if their understanding is becoming modified. In
addition, they can be individually taught to put themselves in the place of a "reasonable woman" who
may be offended or an employer who faces significant liability for such behavior. Understanding what
constitutes a boundary crossing versus a boundary violation can make individuals anticipate a
potential problem. Most importantly, they can be shown through personal training and counseling the
deleterious effects to themselves and their career from a sexual harassment complaint.
Intervention also includes feedback to the employer regarding identified contributory factors and what
recommendations have been made, without having to specifically divulge personal and private
psychological issues. Employers are also advised as to relevant interpersonal conflicts and
organizational dynamics which may need to be modified or remedied. Feedback needs to go both
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3. ways: from the consultant to the employer in the form of progress reports, and from the employer to
the consultant regarding workplace observations. Initial improvement in the wake of an unsettling
complaint is not uncommon, but lasting behavioral change is harder to achieve. Long-term monitoring,
therefore, is the best method of assuring successful remedial counseling.
If employers are going to reduce the level of sexual harassment in their companies, create an
environment of equal work opportunity, and prevent devastating litigation, a preventive approach
coupled with effective intervention is necessary. Training employees about sexual harassment is an
important step, but rectifying a known problem is even more important since it is likely to recur.
Sexual harassment preventive training does not always accomplish this end and may not identify
target areas within the alleged harasser or the organization which led to harassment. Remedial sexual
harassment counseling with a comprehensive assessment and personalized approach is more likely to
be successful.
Work life balance
WLB is giving equal time to our personal and professional lives to ensure that there is a balance
between both, which in turn plays a part in reducing our stress and discontentment in life.
Perceptions
1. Its personal
2. Its for women alone
3. A part of life
4. 50:50 game
5. Work and life are separate pillars
6. Technology will help (soon)
7. Little can be worked on
8. Being a parent issue
Consequences for employers
1. Increased absenteeism
2. Increased employee turnover
3. Reduced productivity
4. Increased cost (health/disability)
5. Reduced job satisfaction
6. Increased managerial pressure
7. Impaired family and social life.
If WLB is maintained organizations reap
1. Reinforce recruitment
2. Raise retention
3. Decrease absenteeism
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4. 4. Limit latecomers
5. Gear up productivity
6. Neutralize naysaying
7. Promote participating in training
8. Contend the competition
9. Engage emerging labor force
Workable options
1. Flex timing
2. Compressed workweek
3. Volunteer part-time
4. Phased-in retirement
5. Flex the job
6. Flex the workplace
7. Job sharing
8. Warm up benefits
a. EAP
b. Dependents care
c. Leaves
d. Wellness program etc
9. Build own Balance plan
Verbal abuse
Donald Duck the famous Disney character; Donald can be such a loveable character one minute and
then in a split second he can lose his temper, go bright red in the face and start quacking like there is no
tomorrow with little regard for the consequences and/or the character he just quacked down.
In work place we would discover many similar characters. Avoid involving in verbal war. One
experiencing verbal abuse in the workplace should have the courage to seek emotional support from a
trusted friend and/or counselor; a strong support network is essential in these types of situations.
Substance abuse
Substance abuse is a critical global problem across all segments of the population and impacts in some
way all members of the society.
All counselors no matter what their specialty or setting will encounter clients with presenting or related
problems of substance abuse. However, counselor education programs and their accrediting bodies do
not require knowledge or skill development in this area.
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5. Effective counseling strategies for counseling individuals with substance abuse are limited in that this
counseling specialty area has been driven more by experience and clinical intuition than by research. As
a result, most traditional substance abuse treatment programs (e.g., Alcoholics Anonymous, alcoholism
education, half-way houses and therapeutic communities utilizing confrontation, group therapy,
individual counseling, and use of medication) have not demonstrated their efficacy. Some successful
treatment outcomes have been linked to short-term interventions, aversion therapy, stress
management, solution-focused brief therapy, and social skills training, yet seldom are these methods
utilized in traditional substance abuse treatment programs in the United States. Given this, conclusions
regarding counseling and substance abuse have to come from general counseling research data.
Counselors, regardless of their settings, impact as change agents within the context of therapeutic
relationships with individuals. Successful relationships are facilitated by a skilled counselor who helps
the client become more invested in the process and who utilizes therapeutic techniques appropriate to
the client.
1. Counseling is a process beneficial to most clients of skilled counselors. However, it is not always so. A
significant number of clients get worse.
2. Counseling models (e.g., cognitive, experiential, behavioral, dynamic) are effective and, when
compared, seem equivalent in their effect on counseling outcome.
3. Successful counseling has process factors which are common across the various counseling models.
These factors include the counselor's establishing an open, trusting, collaborative relationship,
facilitating client cognitive learning through reframing, feedback, and insight, and assisting the client in
behavior changes through behavioral regulation, reality testing, and successful experiences.
4. Successful counseling outcome is dependent on counselor therapeutic skills such as focusing
conversations on life problems, addressing presenting problems directly, and providing structure for
counselor-client intervention.
5. Successful counseling progresses through various process stages, wherein different types of
counselor-client interactions are reflected by different counseling techniques.
Unethical behavior
Unethical behavior is defined as “Any incompetence, that is, inadequate knowledge and the absence of
skills necessary for professional behavior. Lack of integrity, moral commitment and sound professional
judgment to adhere to acceptable standards of right and wrong action. Or violating confidences.”
Role of counselor is to help the client understand as ‘why’ the current behavior is termed as unethical
and explain the expected ethical behavior and help the client follow them.
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6. Reference:
http://www.psychlaw.com
http://alis.alberta.ca
http://www.cyc-net.org
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