Scenario: Cultural Differences

Group Size: 4-15

Scenario

You are serving on a mission as part of a multinational force. The contingent of Canadians that falls within your span of control includes diverse gender representation. None of the military contingents from other nations have deployed women on this mission. Although you are responsible for the Canadian Armed Forces (CAF) members, you report directly to a foreign national.

One of your subordinates who identifies as a woman informs you that she has been receiving unwelcomed attention from the military members of one of the other coalition countries. She explains that when the attention started, it all seemed like friendly teasing, and that she was cracking jokes of her own. Unfortunately, the teasing led to suggestive comments, which degenerated into rude and vulgar remarks. Her pleas for them to stop were disregarded and any non-response on her part was treated like a challenge to the men. They recently went too far when two of the soldiers grabbed her from behind and attempted to tickle her.

You raise the issue with your immediate supervisor. He becomes very uncomfortable and tells you that he does not want to get involved. You decide to speak directly to your counterpart who is responsible for the men implicated. His only reaction is to say, “Well, you are the ones who decided to bring women on this mission, not us. This is your problem, not ours. You deal with it.” 

Categories

• Principles: Respect the Dignity of all Persons
• Values: Integrity, Courage, Excellence
• Cultural themes: Service, Leadership
• Misconduct types: Sexual Misconduct, Discrimination
• GBA Plus themes: Culture, Gender, Geography, Race/Ethnicity
• Audience: Canadian Armed Forces

Facilitator’s Guide

Learning Objectives

• Discuss the ethical principle of “Respect the Dignity of all Persons” in an operational setting. 
• Discuss the ethical values of integrity, courage, and excellence, as well as duty, the professional expectation of the CAF ethos, in an operational setting.
• Discuss how to be an ally* in an operational setting.

Facilitation Questions

1. What would you do in this situation? What are the considerations?
   • Allow open discussion from the group. 
   • Ethical concerns: A soldier is the victim of harassment. You are concerned that if this behaviour does not stop, something might happen to her, physically, psychologically and/or emotionally. You are concerned that, left unchecked, this type of behaviour will also produce an unhealthy work environment. 
   • Personal factors: You are responsible for the CAF members on the mission and, as such, you are responsible for the well-being of all subordinates, regardless of gender. You can’t overlook this. 
   • Environmental factors: You are in an awkward position because you are the only contingent with women members. There is a clash of cultural understanding about the role and place of women. In some countries, for example, women are not afforded the same agency or control over their own lives / bodies as in Canada. In some countries, women are also not permitted to serve in the military. In the CAF, on the other hand, women are active contributors in all elements, trades, and operational contexts. You are in a difficult position because you report to a foreign national who doesn’t want to get involved.
2. What is the ethical dilemma in this situation?   
   • This is an uncertainty dilemma i.e., there is a lack of certainty on what the right course of action is. 
   • This situation puts you in a very uncertain position. On the one hand, your immediate superior leaves you with no course of action. On the other, your counterpart dismisses and discriminates against your claim by blaming you for the problem. If you intervene, you may aggravate the situation; if you don’t, the harassment will likely continue and your credibility as a leader will be tarnished.
3. What are some potential courses of action that could be taken in this scenario? 
   • Option 1: Go back to your supervisor and inform him that your counterpart is unwilling to investigate the matter. Explain to him that the behaviour of that contingent is unacceptable and that, since the soldier is ultimately under his command, he must intervene. If he still is unwilling to do so, escalate the situation up the chain of command, even though this action could result in tension. 
   • Option 2: Be an active ally. * Definition: An ally* is someone who stands up for, supports and encourages the people around them. This term is often used to describe a relationship to someone in who is part of a marginalized or equity-seeking group. In this situation, it is the women in the military operational setting who are being marginalized and seeking a safe, equitable work environment. How could the leader stand up for, support, and validate the experiences and feelings of these women? Keep in mind that the specific affected person should not be singled out in doing so. One example of being an ally in this scenario: speaking to all contingents about harassment and clarifying to the soldiers what is acceptable and what is not in relation to personal interactions on international operations. Provide resources to all contingents regarding physical safety and mental health. 
   • Option 3: Since you are responsible for the Canadian contingent, arrange for the subordinate to be teamed up with another Canadian soldier. While this option might be a short-term solution, it might prove to be difficult to provide a sense of protection in the long run. **Facilitator’s Note: Consider why this option may not be a long-term solution and may single women out or make the women feel inferior or unable to protect themselves? Consider if a “buddy-system’ should be required for everyone in this situation.
4. Do you think that it would make a difference, in this scenario, if the leader identified as a man, a woman, or someone who identifies as gender diverse? Consider how their thoughts and actions may differ, based on their gender?