All of the psychological outcomes I've alluded to and mentioned in my remarks can be addressed through interventions with the individual, such as therapy or group counselling. At the same time, some of these symptoms don't necessarily need that kind of an individual intervention. You can do things in the workplace to help people recover from these experiences.
Mainly, the thing that is most supportive for individuals who have been targeted with sexual harassment is that the organization be supportive of their experiences. Part of that model you have—did you get to look at the model I sent? The part of the model I'm interested in you seeing is the side that has the organizational climate, which has an effect on the outcomes over and above what the sexual harassment has. So yes, sexual harassment is a significant stressor, but there is an added stressor that comes from an organization that does not believe the target when she complains. There is an added stressor if the woman feels that if she complains, her job, her position, or her work duties will be at risk.
The work that's been done in the military actually shows that having meaningful sanctions against the offender is one of the most powerful actions that can be taken to prevent sexual harassment.
These three components of an organizational climate have an impact over and above harassment.
When I talk to my students about what we can do about this issue—because people say, “Well, sexual harassment is going to occur”—the good news is that if the organization, which has power over the climate in which workers work, can change the climate, then sexual harassment will decrease and the impact on women will be minimized as well. So there is good news about this model.