In horticulture there is a term called ‘culture control’ that involves using various techniques, like crop rotation, to change the environment into one that is undesirable for pests and diseases – it’s also a made-to-fit analogy for how an organisation can become a place that is undesirable for sexism and misogyny.
By putting in place a series of measures – like New Zealand’s pest quarantine system, using resistant plant varieties, ensuring soils are well drained and tools are kept clean – horticulturalists create an environment where plant diseases and pests find it difficult to get a footing.
Horticulture calls the practise ‘culture control’, but it’s an apt term to apply in the workplace too. By implementing ‘culture control measures’ in the workplace, we can create an environment in which it is difficult for sexism, misogyny and *‘himpathy’ (the tendency to sympathise with men accused of sexual harassment and assault) to take root.
By implementing a series of ‘culture control’ measures in an organisation, chief executive officers and senior management can help shift to a place where gender equality and diversity flourish – a place where each person is valued and rewarded for who they are and their contribution, rather than by gender or race.
Importantly, the CEO will be creating an environment that is not conducive to sexism and its darker counterpart, misogyny; thereby achieving lasting change.
What are some of the ‘culture control’ measures that organisation’s might consider?
- Workplace sexism prevention
A culture of sexism or even ‘himpathy’ encourages the growth of misogyny. Weed out sexism, and misogyny will struggle to take root.
Like workplace health and safety – or accident prevention – management could look to run an education programme about why gender equality is important for everybody and how to spot bad habits, sexist behaviour and language (including in the individual personally).
This can then be supported with real tools for eliminating sexist language and behaviour, even within ourselves, as well as processes for dealing with issues as they arise.
To achieve real change, there needs to be an emotional shift.
Sharing video stories about women and some of their challenges, for example, will tap into people’s emotions and achieve meaningful change in attitudes and levels of empathy towards women e.g. put yourself in a woman’s shoes.
In horticulture, ventilation is an important aide in temperature control which, in turn, is used to discourage the growth of, for example, mould.
The equivalent action may be putting in sympathetic processes and structures for women who need support, as well as disciplinary processes to deal to sexual harassment and misogyny and also some way or forum for women to share (and therefore educate), on things that are not acceptable (this applies to all women, not just a handful from the HR team – it needs to be companywide).
Only be creating an environment that celebrates equality and diversity can we begin to realise the true potential of an organisation.
*Himpathy, a term coined by Cornell University Philosophy Professor Kate Manne to mean making excuses, sympathy, forgiveness and or exonerating sexist or misogynistic behaviour i.e. “it was a different era back then” is himpathy.