Sexual Assault in the Armed Forces

Sexual assault within the workplace is an offense receiving major attention among human resource administrators and the general public. Any new employee within an organization can expect to undergo a briefing explaining exactly what constitutes sexual harassment, but sexual assault presents additional complications. Within the United States Armed Forces, this offense has evolved into a major issue garnering national attention. The following proposal will detail aspects of this organizational problem and present solutions to confront it in a meaningful way.

Sexual assault has been aggressively confronted by the US Department of Defense. President Obama recently described the matter concisely: "When a member of our military is assaulted [or raped] by the very people he or she trusted and serves with, . . . that’s a profound injustice that no one who volunteers to defend America should ever have to endure" (Forces Press Service, 2014, p. 1). With an initiative to stop these crimes stemming directly from the Commander in Chief, Obama makes it clear that this kind of abusive behavior will no longer find implicit acceptance within the military.

Today, this issue finds itself within the crosshairs of legislative action. Senator Kirsten E. Gillibrand of New York has managed to obtain fifty-five of the sixty votes necessary to call a vote over a bill that proposes removing military commander's responsibility to decide on issues relating to sexual assault and thereby placing the responsibility with third-party prosecutors (Cooper, 2014, p. 1). The issue splits the gender and party-line vote in what some perceive as an effort of frustration to finally tackle this issue in a meaningful way. Proponents of Gillibrand's bill argue that because commanders likely know both the aggressor and the victim, the victim will remain silent (Cooper, 2014, p. 1). The Pentagon, nevertheless, strongly advocates greater internal responsibility.

One of the most important matters begins with taking care of current victims. Leadership cannot afford to turn rape victims into mere statistics who serve as advocates for contentious future changes that may or may not be immediately implemented. Resick and Schnicke (1992) highlight a process known as cognitive processing therapy with includes meetings over the span of twelve weeks; the process treats rape victims exhibiting signs of posttraumatic stress disorder through education, exposure, and cognitive components (p. 748). The results demonstrated major improvements in functioning from pre- to post-assessment. Although this will not eliminate the issue, it serves as an important step to aiding the individuals caught up in these situations.

Indeed, the solution to confront this problem lies in fostering a new kind of military culture. Hoewing and Rumberg (2005) take into the account the complex nature of this epidemic by avoiding simplistic concepts of enforcing regulatory practices—instead, the authors highlight sexual assault as "values issues . . . fundamentally at odds with the obligation of men and women in uniform to treat all with dignity and respect" (p. 10). Without this fundamental practice of equality, minorities, especially women and homosexuals, will continue to face assault.

In order to foster a new military culture, dramatic action must take place. In the realm of the small business, owners spend significant time focusing on the development of a brand by which customers can recognize their products; the US Armed Forces faces a similar brand challenge in providing a sterling image that elicits respect among friends and enemies around the world. McFarlin (2014) highlights small business tactics such as a clear vision statement, screening for the right kind of attitude, and an open-door policy that makes leadership feedback accessible from subordinates as key characteristics to building a successful company culture (p. 1). Indeed, within the military, all of these elements should be implemented to combat sexual assault before it can have the chance to start.

References

Forces Press Service. (2014, January 22). Sexual assault awareness and protection. Defense.gov Special Coverage: Sexual Assault. Retrieved from http://www.defense.gov/News/ NewsArticle.aspx?ID=121528

Cooper, H. (2014, March 6). Senate rejects blocking military commanders from sexual assault cases. The New York Times. Retrieved from http://www.nytimes.com/2014/03/07/us /politics/military-sexual-assault-legislation.html?_r=0

Hoewing, G. L., & Rumberg, D. (2005). Report of the Defense Task Force on sexual harassment & violence at the military service academies. Washington, D.C.: U.S. Dept. of Defense.

McFarlin, K. (2014, January 1). How to create a positive work culture. Houston Chronicle. Retrieved from http://smallbusiness.chron.com/create-positive-work-culture-10587.html

Resick, P. A., & Schnicke, M. K. (1992). Cognitive processing therapy for sexual assault victims. Journal of Consulting and Clinical Psychology, 60(5), 748-756.