As a safety advisor for 15 years in
the corporate world, managing the fallout from incidents, the commonest thing I
had to ‘evangelise’ about was, “Report, report, report… we cannot do anything
to reduce risk if we don’t know what problems happen, how often they happen,
and how and why they happen.”
This was complementary to proactive
efforts to observe operations and interact with employees before incidents occurred. I was either a member or a
representative of the management team, but also kind of a chaplain to workers. My
experience in helping manage safety was organisations genuinely sought to
improve safety culture — management genuinely wanted to manage the work well.
Now, I realise that in this context
we’re not often talking about sexual abuse — we’re talking workplace issues.
But I can tell you, workplace issues do become highly emotive. High stakes are
involved. Unions are involved. Clashes occur. And abuse happens within
workplaces, too. A lot. And there were several workplace abuse issues investigated
under my watch.
Then I read about a university that
sets their reporting culture up under four words:
You Report. We Decide.
Whoa!
You Report. We Decide.
On a report form for people reporting cases of sexual abuse!
On a report form for people reporting cases of sexual abuse!
I can tell you what kind of culture
you’d be driving if that was the succinct message you’re sending out. “Don’t
report. [This is really what we’re saying] [Well… you can
try to… but remember, we decide.] [We have the power to do
that, and, even though we won’t say this overtly, we want you to know that.] We have the knowledge and skill to properly investigate the
matter. [Well, we think so, and our biases and interests
will surely run contrary at times to the truth.] Trust us.”
Many kinds of incidents, of which
abuse is a good example, require independent
investigations, by competent authorities, who deal forensically and discover
the truth.
When you say “You Report. We Decide.” you drive a culture of non-reporting,
because you’re going to drive truth underground. Anyone who would report abuse
is already wondering about the wisdom in such action, no matter how right it is
to do such a thing.
Nobody ever reports abuse thinking,
“this is a wise thing to do,”
because culturally they’re already thinking,
“I’m not going to be believed.”
“this is a wise thing to do,”
because culturally they’re already thinking,
“I’m not going to be believed.”
We faced the same opposition in the
workplace. People don’t want to draw negative attention to themselves even if
the management team are genuinely trying to make an operation as efficient and
as safe as possible. And good management teams understand this.
All organisations — churches,
not-for-profits, and ministries included — must know that the human norm is to
not report, for fear of repercussions.
Reporting abuse is always a risk
for the person reporting, because, in exposing truth they expose themselves to
further, and even more potent attack.
Healthy organisational cultures
will endeavour to work with these frailties of human vulnerability, seeing
justice as the opportunity to manage well.