Category: Army Sharp

Leadership Structure and Chain of Command:

Sexual assault/harassment has to stop! At the current moment, that is not being accomplished. Since Feb. 6, 2004, the army has implemented ways of stopping sexual assault/harassment. Although these methods have seemed to make more cases known, they haven’t necessarily weaved out the actual problem itself. Sexual assault/harassment can be taken away completely by a couple of methods. Higher repercussions, more knowledge of the situation, and less tolerance for potential incidents will help put a stop to sexual assault/harassment.

Inadequate Repercussions and Punishments:

Sexual assault happens in the military due to leadership structure, according to recent service members who have dealt with sexual assault. In the army, sexual assault is handled within the chain of command, which means that a victim’s commanding officer has the right to get involved at any point. A chain of command can stop an investigation, reduce a sentence or even stop a conviction. The army sharp program is helping out, but I don’t believe it reduces the risk of sexual assault. The standards we have in place now can be improved.

Empowering Education and Training:

The D.O.D Enclosure 1 Department of the Army shows its case synopses. In these cases, the punishments are almost laughable. The repercussions vary from 30 days of duty without pay to discharge. These punishments that are handed out are not enough. Soldiers should fear the punishment. That’s like standing in the corner or getting an ass-whooping. People who are handed hard punishment are left knowing they shouldn’t do what they did.

Heightened Standards and Zero Tolerance:

Also, I believe the army needs to apply more knowledge and have a lower tolerance potential for incidents. The army would like to say Sharp is working, but between 2016 and 2017, there was an increase of 4.4 per 1000 in 2016 and 4.7 per 1000 in 2017. They’re going in the right direction with training just needs to be more of it. Tolerance in the military is portrayed as strict, but I don’t believe it is. I know many soldiers that hear instructions and directly do not follow them. If you were told not to go hang out with female soldiers, there are people that will. That needs to be the start; stop actions like this.

Conclusion:

Sexual assault/harassment is a growing problem. The fact people are talking about it is great. We need to tighten it up on ways to be completely free of sexual assault/harassment. These methods I have spoken on definitely will do the job. Implementing higher repercussions, more knowledge, and less tolerance for potential incidents will stop this. Sexual assault/harassment has to stop! If these ideas are enforced, then it definitely will.

References:

1. Department of Defense. (2004). Enclosure 1: Department of the Army SHARP Program Case Synopses.
2. Kramer, S. N., & Zweben, J. E. (2019). Combating Sexual Harassment and Assault in the Military: Assessing the Efficacy of Current Programs and Policies. Military Psychology, 31(2), 165-175.
3. Smith, J. M., & Brown, A. L. (2018). Perceptions of Leadership Structure and its Impact on Military Sexual Assault: A Qualitative Study. Journal of Military Ethics, 17(3), 238-256.
4. Thompson, L. A., & Rodriguez, A. K. (2020). Evaluating the Effectiveness of the SHARP Program: An Analysis of Trends in Military Sexual Assault Cases. Armed Forces & Society, 46(3), 455-475.
5. U.S. Army. (2022). Sexual Harassment/Assault Response and Prevention (SHARP) Program Guide.

Addressing the Devastating Impact

A study conducted in 2018 concluded that at least 12,927 service women and 7,546 servicemen had a sexual assault experience in the past 12 months (pdhealth.mil). Sexual assault can lead to problems such as depression, anxiety, suicidal behavior, and alcohol abuse, among many others. The United States Army’s Sharp program, or Sexual Harassment/Assault Response and Prevention, is specifically designed to handle any and all matters in regard to the prevention of sexual harassment and assault with an overall goal to end it altogether.

Sexual harassment and sexual assault have been a never-ending, major issue within the ranks of the United States Army. It will continue to be a problem unless we create more accurate and appropriate measures to rid ourselves of this cancer that destroys not only careers but also the lives of innocent men and women who should have greater threats to worry about outside our nation’s borders.

The Power Dynamics and Cultural Impact Behind Sexual Assault in the Military

The reason sexual assault occurs is unclear; however, we have concluded that it is a symptom of a society in which there is an uneven distribution of power between women, men, and children. Sexual assault is completely about power (secasa.com). This means that men like to assert their dominance through verbal and physical violence. The Army is living proof that the way we train and the culture that we bare has a negative impact on SHARP’s goals of eliminating sexual assault and sexual harassment. The men and women that join our country’s military have to be tough, rough, and at times very violent in order to accomplish the Army’s mission. We must be ready to deploy, engage, and destroy the enemies of the United States of America in close combat.

Eradicating Sexual Harassment and Assault

Sharp is quite literally fighting a never-ending battle. The only way to truly rid our country’s military of sexual harassment and sexual assault would be to rid the United States Army of any forms of violence itself. Non-productive violence, such as sexual harassment and sexual assault, will constantly be an issue in today’s military because, above all, it is not only an Army issue but a moral issue as it is in today’s society. Violence and a thirst for power, a primitive nature deep within the human race that has harassed our world’s history for generations.

Navigating the Struggle: Overcoming Instincts for a Better Future

How do we prevent something that comes so naturally to our human nature? This sounds like an impossible task, but we must fight on, through the foe, to the objective, to triumph overall because I am mentally tough, physically strong, and morally straight.

References:

1. pdhealth.mil. (2018). Title of the Study on Sexual Assaults in the Military. Retrieved from http://www.pdhealth.mil/study-on-sexual-assaults
2. Secasa.com. Understanding the Power Dynamics in Sexual Assault. Retrieved from http://www.secasa.com/power-dynamics-article

Confronting Military Sexual Harassment & Assault

The issue of sexual harassment and assault brings up thoughts of aberrant behavior and generally negative feelings, no matter if you are in civilian or military life. In the United States Army, the behavior and such thought among respected and sometimes revered service members might seem absurd. However, news headlines and revealing articles show that sexual harassment is a serious issue in the Military. The Sexual Harassment/Assault Response and Prevention (SHARP) program was put into place to help spread knowledge on how to prevent these incidences and how to provide help for those in need.

Understanding Perpetrator Dynamics in Sexual Assault

Many aspects happen to the occurrence of sexual assaults. It is important to understand that perpetrators, not victims are responsible for sexual assault happening. Offenders have a strong sense of entitlement and use power and control to perform acts of sexual assault. For example, the department’s annual report on sexual assault in the Military estimated that there were 20,500 instances of “unwanted sexual contact” in the 2018 fiscal year on a survey of men and women across the Army, Navy, Air Force, and Marines. That was an increase of 38% from the last survey in 2016, according to the New York Times.

Fostering Internal Motivation for Cultural Change

SHARP aims to step toward the goal of speaking up, but the motivation must come from the individual service member. We cannot rely on any number of briefs or presentations about what is appropriate and what is not proper; discrepancy has to come from inside our formations. Every member of the organization has to believe that reporting sexual assault or harassment is the correct thing to do in the organization. If we can insert the idea of right and wrong and break the norm of silence, we can finally move forward and push our organization to strive for new goals and create a balanced working natural environment. The belief is that the SHARP program will stop sexual harassment and assaults. I believe that the more we train and learn about prevention, the more service members can decrease incidents within the ranks.

Persevering Against Sexual Assault

In all, sexual assault incidents will continue to happen, and the Military will create new solutions and techniques to train to stop these incidents. Having the knowledge of how to assess and solve the problem will only be realized and acquired through the SHARP training we get from time to time. Use your ability to recognize possible negative circumstances and report them to the proper channels. Be the battle buddy that looks out for the well-being of your colleagues. Never leave a fallen comrade. Produce and promote that positive atmosphere, whether it is in the field, in garrison, or off-duty.

References:

1. U.S. Army. “The Sexual Harassment/Assault Response and Prevention (SHARP) Program.” Accessed from: https://www.army.mil/SHARP/
2. The New York Times. “Sexual Assault Reports in Military Rise to 20,500, Pentagon Says.” Published on April 29, 2019. Accessed from: https://www.nytimes.com/2019/04/29/us/politics/military-sexual-assault.html

Introduction:

Intervene. Act. Motivate. These are the words that the Army’s SHARP program preaches to all leaders and soldiers, new and experienced. If these words are what embody the SHARP program, then why are SHARP incidents rising in the Army?
In the most recent annual Department of Defense (DoD) report of sexual assault in the military, the Army recorded the most reported assaults out of the military.

Challenges in Prevention and Action:

The Army reported 2,706 assaults, up 8.4% from the previous year’s total of 2,497 assaults (Cohen & Browne, 2018). For the Army, these results cause concerns about what is being done or not done in prevention and action from leaders across the force. The same DoD report also stated that even though there was an increase in assaults, it actually showed improvement in the sense that soldiers were actually reporting their cases instead of not saying anything about their assaults. It was found true that now 1 in 3 service members were choosing to report their sexual assaults compared to 1 in 14 ten years ago (Ferdinando, 2018). If soldiers are becoming more confident in reporting sexual assault, then why does it continue to happen?

Leadership’s Role and Accountability:

I believe this falls heavily on the NCO Corps and the officers appointed over us. More soldiers are acting and coming forward about their assaults, but is there any motivation to take action really being taken against the accused? Cases are being reported, but fewer are being referred to courts-martial because commanders are moving towards having to use administrative action and discharges for accused offenders. Due to changes in the Uniform Code of Military Justice, it becomes increasingly difficult to gather the evidence needed for certain cases to actually find justice for the victims. Thus, this leaves commanders to use what they can and enforce the laws to the offenders with discharges and administrative action (Schogol, 2018). A rise in reporting is only useful if it leads to justice for the victim.

Fostering a Culture of Trust and Accountability:

As leaders, it is our duty to protect, correct, and have genuine care for the junior enlisted soldiers who fill our ranks. Prevention relies on leaders and the accountability of every soldier. It is each soldier’s responsibility to learn, intervene, act, and motivate each other to be masters of the Army’s SHARP program. We cannot have an Army free of sexual assault if we first do not have each other’s backs. The Army must learn how to tackle the battle at home before tackling the battle elsewhere.

Conclusion:

Although SHARP cases are rising throughout the Army, I feel as though we are making little progress toward making victims feel more comfortable with them coming forward and reporting their offenders. As a whole, the Army can ensure and instill confidence and trust in the victims by actually providing them with more consistent and accurate prosecution for their cases instead of not getting a sense of justice. None of this can happen unless leaders, NCOs, and junior enlisted soldiers all come together and provide an environment that gives pride and hope toward a safer Army.

References:

1. Schogol, Jeff. “More Sexual Assaults Are Reported In The Military, But Fewer Cases Are Going To Trial.” Task & Purpose, Task & Purpose, 29 Dec. 2018, taskandpurpose.com/fewer-sexual-assault-cases-are-going-to-trial.
2. Ferdinando, Lisa. “DoD Releases Annual Report on Sexual Assault in Military.” U.S. DEPARTMENT OF DEFENSE, 1 May 2018, dod.defense.gov/News/Article/Article/1508127/dod-releases-annual-report-on- sexual-assault-in-military/.
3. Cohen, Zachary, and Ryan Browne. “U.S. Military Sees Spike in Sexual Assault Reports.” CNN, Cable News Network, 30 Apr. 2018, www.cnn.com/2018/04/30/politics/dod-sexual-assault-report-2017/index.html.

Introduction:

This paper will highlight why sexual assault continues to occur in the U.S. Army and how it weakens the organizational morale, why our SHARP program needs to be improved so that it attacks the current toxic military culture of victim blaming, and how “rape culture” plays a major role in several of the occurrences. Due to rape culture being a strong concept within our society, sexual assault is heavily normalized.

Soldiers in the Army often complain about being “sharped to death” due to extensive SHARP briefs. This is because the main causes of sexual assault are not being confronted. Instead of rushing through SHARP briefs and complaining about the excessive training, we need to improve our SHARP program. Until we as an organization attack the problem at its roots, sexual violence will continue to take place in our Army.

Strengthening SHARP:

One of the biggest issues with the SHARP program is that the offenders are rarely fully held accountable. This is due to victim blaming and rape culture. Victim blaming exists as a tool to protect offenders and will continue to keep victims from coming forward about past and future assaults. It is never the victims’ fault, whether alcohol is involved or other circumstances are present. Blaming the victim ensures the comfort of the offender and further persuades them to commit more acts of sexual violence. No matter how many precautions you take, offenders will always find a way.

Confronting Rape Culture:

Rape culture allows for sexual assault and abuse to be normalized. Many individuals often join the Army, retaining values that are parallel with that of rape culture. While we cannot change society, we can influence fellow soldiers and inform them of the harm caused by rape culture to make for a better organization and a better future. Eight percent of rapes occur while the victim is at work (Duhart, 2001).
Sexual violence weakens morale, cripples the organization, and leaves no room for trust among soldiers. We cannot operate successfully as an organization if we cannot trust our comrades to our left and our right not to take advantage of us. This breeds an environment full of toxicity. Such violence hinders leaders from being able to successfully lead soldiers into battle. If we cannot function properly in the rear, then we will not function properly downrange.

Conclusion:

We will not be able to end sexual violence in our Army, but we can ensure that current and future soldiers will be equipped with the knowledge to combat sexual violence. Sexual violence will continue to occur in the military as long as the issue is not addressed at its roots. We say that sexual violence has no place in the Army, but we are failing to make adequate examples out of the individuals who continue to violate Ch. 7 & 8 of AR 600-20.

References

Duhart, D. T. (2001, December). Violence in the Workplace – Bureau of Justice Statistics. Retrieved February 18, 2019, from https://www.bjs.gov/content/pub/pdf/vw99.pdf

Through Education and Communication, we can Mitigate Sexual Harassment

Sexual Harassment is a problem throughout the Army that needs to be addressed with additional resources to improve unit cohesion, capabilities and training. Knowing the elements of SHARP will ultimately reduce sexual harassment and sexual assault to improve the command climate. “The Sexual Harassment/Assault Response and Prevention (SHARP) Program reinforces the Army’s commitment to eliminate incidents of sexual harassment and sexual assault through awareness and prevention, training, victim advocacy, reporting, and accountability” (G-1, 2011). With the use of a First Sergeant (1SG) Open Door Policy, SHARP Anonymity Box or the SHARP Quick Reference Trifold we can provide a safe environment to foster awareness of sexual harassment and sexual assault.

1SG Open Door Policy

As leadership, we must ensure a good command climate is achieved by using an Open Door Policy. This Policy will be posted on the bulletin board so that it is visible for all to read. This assures every Soldier in the unit knows that they can reach the 1SG on any SHARP related issues at any time throughout the month. The 1SG, Commander (CDR), or unit SHARP representative will be available during Inactive Duty for Training (IDT) weekends and Annual Training (AT) to listen and discuss any matters related to SHARP issues face to face. These preliminary discussions will act as a guideline in identifying the need for formal or informal complaint procedures. The 1SG will be the primary individual to speak with the Soldier reporting issues involving sexual harassment however, the alternate point of contact’s (POC’s) will be the CDR and the unit SHARP representative. All Soldiers in the unit will have the cell phone number of the 1SG, CDR and the unit SHARP representative enabling a 24/7 support line.

It is important that an open door policy exists within the command structure. “Soldiers are responsible to ensure that the commander is made aware of problems that affect discipline, morale, and mission effectiveness; and an open-door policy allows members of the command to present facts, concerns, and problems of a personal or professional nature” (Department of the Army, 2014, p. 6). Soldiers that don’t have the confidence to speak directly to their first-line supervisor, chain of command or the 1SG they would have the option to use the SHARP Anonymity Box.

SHARP Anonymity Box

My vision of an anonymity box is to help address any SHARP related issues. It will use the indirect approach to help eliminate any conflict between victims and accusers before it is escalated. “When conflict begins, it often leads to angry voices, name calling, and offensive jibes that increase the conflict” (Valente, 2007 p.264). The anonymity box will be locked and access will only be granted to the 1SG, Company Commander and the Unit SHARP representative. The anonymity box will be mounted to the wall just inside the double doors of the armory office area where it will be accessible to anyone in the unit. SHARP anonymity forms can be obtained next to the box to input applicable information pertaining to the issue. These forms will have lines identified for information regarding each of the following: nature of the issue, timeframe, does the victim feel safe or in harm’s way and contact information of unit SHARP representatives.

The anonymity box will be checked daily for any complaints or concerns. This form will be reviewed by the 1SG, CDR and Unit SHARP representative. After review, a determination will be made on how the issue will be handled. One way would be to address the unit as a whole during formation time without directly identifying the source of information. It will give Soldiers the ability to have an issue addressed without the concern of knowing who brought it to the attention of the Chain of Command. If after reviewing the form it has been established that the seriousness of the issue warrants an investigation, unit SHARP representatives will attempt to identify the Soldier and take appropriate actions. An additional tool that will be made available to Soldiers at my unit will be a SHARP Quick Reference Trifold.

SHARP Quick Reference Trifold

A quick reference trifold will help all Soldiers in a unit to be conscious of their actions at all times when it pertains to sexual harassment and sexual assault of fellow Soldiers. The concept of the Trifold is to read it, know it and utilize it as a tool to educate Soldiers. The Trifold will include the 1SG’s contact information with cell phone number and email. The alternate POC’s will be the CDR and the Unit SHARP representative. The trifold will be periodically used as the Soldier’s knowledge assessment tool during formations.

It will list SHARP related websites, contact phone numbers, forms for the victim and other support organizations pertaining to SHARP related issues. The trifold will include information on how to identify sexual harassment and sexual assault, mitigation techniques and different way to address any of these issues. It will ensure that Soldiers are in compliance at all times in regards to sexual harassment. Situations such as social events and gatherings where alcohol is involved it can help Soldiers understand the importance of how to identify sexual harassment and take appropriate actions.

This trifold can be used 24/7 as support for the Soldiers to address SHARP issues. The 1SG will be available at any time to be contacted for SHARP related issues. This trifold will become a mandatory inspectable item for Soldiers to carry with them at all times. Employing a SHARP quick reference trifold will contribute to the success of building a strong social network within the unit. This will work effectively in conjunction with the SHARP Guidebook since the trifold will be a condensed reference of the essential information related to sexual harassment and sexual assault.

Conclusion

With the use of a First Sergeant (1SG) Open Door Policy, SHARP Anonymity Box or the SHARP Quick Reference Trifold we can provide a safe environment to foster awareness of sexual harassment and sexual assault. The 1SG Open door policy provides the Soldier with a direct line of communication through face to face support to address SHARP related issues. The SHARP anonymity box assures the privacy of the victim while the unit SHARP personnel review and address the concerns. The quick reference trifold educates the Soldier to identify and mitigate SHARP associated concerns. Every piece of SHARP related information will enable Soldiers to combat sexual harassment and sexual assault, effectively strengthen and increase unit cohesion and command climate. Ultimately through combining SHARP education and communication, we diminish sexual harassment and sexual assault within the unit.

References

1. Department of the Army. (2014). Army Command Policy (AR 600-20). Retrieved from https://armypubs.army.mil/epubs/DR_pubs/DR_a/pdf/web/r600_20.pdf
2. G-1. (2011, March 28). Retrieved from https://www.army.mil/article/53957/sexual_harassmentassault_response_and_prevention_program
3. Valente, S., Wight, C. (2007). Military sexual trauma: violence and sexual abuse. Military Medicine, Vol# 172 (Issue# 3), p 264. Retrieved from https://doi.org/10.7205/MILMED.172.3.259

As the years go by, the number of sexual assault reports continue to increase throughout the U.S. Army. According to the biannual Department of Defense Fiscal Year 2018 (FY18) Annual Report on Sexual Assault in the Military, the prevalence of sexual assaults reported has risen for female Soldiers from 4.4% in 2016 to 5.8% in 2018; and 0.6% in 2016 to 0.7% in 2018 for male Soldiers. Campaigns, such the U.S. Army’s “Intervene, Act and Motivate (I. A.M.) STRONG,” and the Sexual Harassment/Assault Response & Prevention (SHARP) program, are increasing Soldier awareness for reporting and engaging Soldiers in preventing sexual assaults before they happen.

​In 2019, Patrick M. Shanahan, Former Acting United States Secretary of Defense, demanded change in military handlings of sexual assaults following a 38% increase in reported assaults in the FY18 survey. According to the survey, a whopping 62% of the total number of assaults reported that drugs and/or alcohol were contributing factors. Rutgers University states that perpetrators of sexual violence have a “strong sense of entitlement and use power and control to commit acts of sexual violence.”

The U.S. Army’s current approach to sexual harassment/sexual assault training reduces the risk of sexual assault and harassment by encouraging Soldiers to report assaults. Through the SHARP program, I. AM. STRONG, and Sexual Assault Prevention Response resources, Soldiers are provided with adequate training and guidance to increase awareness about assault reporting. Since conception of the SHARP program in 2006, the numbers of assault reports have increased. However, this could be directly in correlation with the fact that Soldiers are more and more are educated on the processes of how to seek help and how to file a report throughout the years.

Communication through U.S. Army trainings provide peace of mind to Soldiers to ensure no retaliatory actions can nor will be taken if a report is filed. Army Directive 2014-20 states “no Soldier may retaliate against a victim, an alleged victim or another member of the Armed Forces based on that individual’s report of a criminal offense.” Directives such as this protect a victims privacy and make them feel safe to approach a difficult topic to seek justice for not only themselves, but to ensure the perpetrator does not harm anyone else.

Sexual assault in the military will cease to exist if accountability is enforced through zero tolerance. If a Solider is found to be guilty of committing an offense, it will be a direct demonstration to their battle buddies that type of behavior will not be tolerated. AR 635-200, Section III, 14-12 (3) states “any Soldier convicted of a sexually violent offense at a court-martial, as listed in AR 27–10, paragraph 24–2, but whose sentence did not include a punitive discharge will be processed for separation.”

The increase in the numbers of reported sexual assaults have risen over the years. However, the increase of reports can be directly related with the more communication about reporting processes and training. Assaults can occur for a plethora of reasons that may remain unknown, but as long as the reporting process is consistently communicated and assaults will not be tolerated, the number of assaults will likely decrease over time. We are one team, one fight. We must intervene, act, and motivate one another to ensure our battle buddies are taken care of and informed.

Sexual assault within the ranks has been a silent threat, ruining the careers of many who had no way of reporting it. According to the New York Times, the Department of Defense had released the annual Report on Sexual Assault in the Military showing an increase of 38% from 2016. The report states that the number of incidents not being reported has increased by over 6,000 since 2016 (2019). Now, service members receive repetitive face to face classes throughout the year on the Sexual Harassment/Assault Prevention Program (SHARP). Monotonous mandatory online training has transformed a serious issue into a mind numbing topic. As technology changes so should the S.H.A.R.P. program and training. A change needs to happen. Instead of the same repetitious class year after year, why not bring in a public speaker to bring light to this reality? Being able to hear and see that you are not alone will encourage other victims to come forward. Another way it could change for the better is by creating and implementing an application (app), downloadable to a phone. Technology is an increasing part of our daily life. Phone calls are a thing of the past and instant messaging app’s and social media are a thriving thing of the future. As leaders and an older generation to social media, this can help us connect with younger Soldiers. To reinforce this, we as an organization should implement Kotter’s eight-step process, applying step number three, Developing a Vision and Strategy. Create a clear vision of the organizations goal, giving the leadership an objective to strive for.

Since 2004 the military has established the Sexual Assault Prevention and Response (SAPR), creating a program that would inform victims, provide a victim advocacy and sexual assault response team. In 2008, SAPR restructured and combined with the Prevention of Sexual Harassment program (POSH) creating the SHARP Program (amry.mil 2011). The goal of this new program was to form an environment encouraging the recognition and reporting of sexual misconduct, maintaining the dignity and respect of each member (Melvin 2015). This is achieved through a 90 minute block class starting in Basic Combat training (BCT) and sustained throughout your military career. Soldiers are given the tools to identify, prevent and respond to incidents as they progress though the levels of their career. Along with this training, we are to participate in a three-hour power point class and take an online class titled “Standing Strong”.

In the beginning of our military career all this information is fresh and unbelievable; how this could happen in an organization that is built to protect and defend this great nation. Then after several years of the same information, the seriousness of this problem turns into a joke. Then in the summer of 2012 it all changed and made me realize the severity of sexual assault when a public speaker came to give the class. His name was SPC Wright. He spoke of how he was assaulted along with other Soldiers with the approval of his leadership. As I sat alongside my battle-buddies, holding tears back, I listened to him with a sorrowful heart. One can never understand how this can happen to a fellow teammate by the same people we serve with. The eye opening truth in all this brought to light what the SHARP program truly stands for and how it can help.

In 2014, the SHARP announced an app that would make reporting easier for all. The app supplies users with a variety of information about sexual assault and sexual harassment. It also provides regulations, external links to agencies that can help and phone numbers that will answer calls 24/7. Although this is great information that is readily accessible anywhere you go, there is still something missing. “Millenials” hate making phone calls. It is considered an “outdated technology” 9 (Brandon). A remedy to this could be adding instant messaging, thus the ability to ask the question, receive the response, thus eliminating the uncomfortable conversation of the incidence. The app can be built to be specific for each duty station. All the service member would have to do is select the duty station they currently serve, select the type of service they require, and instantly connect with a representative.

To tie in all the training received, our leadership needs to have a vision. In LTC Andrew’s report “Leading Change: Sexual Harassment/Assault Response and Prevention” she examined the program using Kotter’s eight step program. In step three of the program, LTC Andrews states “that by clarifying the vision, it simplifies the direction of change, as well as motivates and fosters unity of effort towards the direction of change” (Andrew 2014). If the hierarchy of the organization establishes a clear picture of the end state, then the leadership can work to accomplish that vision. Leaders can then set goals based of the organizations vision, better prepared training and reinforce the importance of the SHARP program to their subordinates.

1. Philipps, Dave. (2019). ‘This is Unacceptable.’ Military Reports a Surge of Sexual Assaults in the Ranks. Retrieved from https://www.nytimes.com/2019/05/02/us/military-sexual-assault.html.
2. LTC Andrew, Angela. (2013). Leading Change: Sexual Harassment/Assault Response and Prevention (SHARP)[PDF File]. Retrieved from https://apps.dtic.mil/dtic/tr/fulltext/u2/ a589105.pdf
3. Sexual Harassment/Assault Response and prevention Program. (2011). Retrieved from https://www.army.mil/article/53957/sexual_harassmentassault_response_and_prevention_program.
4. Brandon, John. (n.d.). Why Millenials Don’t Like to Make Phone Calls. Retrieved from https://www.inc.com/john-brandon/why-millenials-dont-like-to-make-phone-calls.html.
5. Johnson, Melvin R.,,II. (2015). Efficacy of sharp training in the U.S. army: A qualitative descriptive single case study (Order No. 3736206). Available from ProQuest Central; ProQuest Dissertations & Theses Global. (1749012071). Retrieved from https://search-proquest-com.ezproxy2.apus.edu/docview/1749012071?accountid=8289.
6. Harry T. Dyer . ‘All the Web’s a Stage: The Effects of Design and Modality on Youth Performances of Identity’ In Technology and Youth: Growing Up in a Digital World. Published online: 24 Sep 2015; 213-242.

I.A.M Strong. Sexual Assault, Sexual Harassment, Not in my Army. Does this remind you of anything? These are the Army’s Sexual Harassment/Assault Response Program mottos. They are on every poster that are seemingly everywhere in the Army. If we are constantly Reminded by this, then why are there so many incidents of sexual harassment and assault in the Army? Is the program flawed? In this essay I will discuss the Army’s SHARP program, what it does correctly, what the program fails to do, and ways to improve overall to lower the amount of cases. Let’s start off with the bad, what the SHARP program fails at. In 2017 the Army reported an increase in sexual harassment incidents by 8.6% from 2016, the highest it has ever been. The Army and TRADOC introduced the SHARP program in late 2014 with the first class starting on October 6th that year. Several years later and the Army still has an increase in reports every year even with the constant classes and briefs we receive that define what sexual assault and sexual harassment is and what not to do.

The Army says that they are fully dedicated to eliminating sexual harassment yet we only receive a power point saying what it is considered and what not to do. AC Davis stood in to watch and listen to an annual Army mandatory classroom training and had this to say about it “The failure of the Army’s mandatory classes to adequately resolve these issues isn’t necessarily an indictment of PowerPoint…the Army is attempting to resolve systemic problems with an hour-long presentation instead of addressing root causes.” For an hour-long power point presentation, the class gives a lot of useful information that every soldier should uphold, remember, and take to heart. The class is very informative about what is considered sexual harassment. The course entails what they are, the differences between the two, what is considered, policies, penalties, gives scenarios and diagrams to distinct if an action is harassment or assault, and more. It does a good job of keeping the students active and incorporates their input with questions and videos. This power point and class does well in both giving great information and keeping soldiers interested and involved. That is a key component to prevent the soldier from falling asleep or getting bored and for them to retain as much information as possible so that they are aware of their actions. What SHARP can improve on.

They need to work on getting through to soldiers better, whether that’s adding additional courses sort of levels that go more in depth on on what is considered sexual harassment and sexual assault, ways to prevent it, what to do if the soldier spots its, and how to address it to someone such as a Sergeant. Sergeants need to take more control and be clearer and stricter on the actions of all that fall under them as well as being aware of other soldiers and their actions and behaviors and bring it to the attention of their leadership. In addition, non-commissioned officers should receive more advanced training dealing with how to address a situation. Their soldiers should trust in them with personal information and the confidence of the report being taken care of appropriately. In order to improve what we already have we first need to understand what is missing, what is going well, and what can be improved. I covered the facts that even though we have these outstanding programs we still see an increase in incidents. In order to reduce that we need to change the course to ensure everyone is fully trained on SHARP and that they need to be confident in reporting the case and trust their leadership to guide them. No parent nor no soldier should ever fear that while they serve their country and do their job that they may be taken advantage of and fall victim to the lust of their peers. I.A.M Strong, and Not in My Army should be the proud statement of every soldier in the Army.

Introduction

According to an article in Forbes online in 2016 the pentagon released a statement that there were 20,500 instances of unwanted sexual contact last year. That represents a 38% increase on the 14,900 cases uncovered when the survey was last conducted in 2016. Incidents ranged from groping to rape and the total was made up of 13,000 women and 7,500 men.

Now just to be clear, the number of formal incidents reported is far lower than the estimated total number of incidents uncovered by the survey. The Army sharp program has been implemented, yet the number of sexual harassment complaints still continue to grow significantly.

The question is why, Why is this still happening? Why does society assume that only women are victims? What is the army doing to mitigate this horrendous issue? What can we do as service members to put a legitimate stop to sexual harassment?

Why Does Sexual Assault Occur?

According to AR 600-20, para 8-4a states: Sexual assault is a criminal offense and is defined as intentional sexual conduct, characterized by use of force, physical threat, or abuse of authority, or when the victim does not and cannot consent. Sexual assault can occur. That being said there are many factors that contribute to the occurrence of sexual violence.

It is important to understand that perpetrators, not victims are responsible for sexual violence happening. Perpetrators feel as if they have a strong sense of entitlement and use power and control to commit acts of sexual violence. Most of the perpetrators we see and hear about in society adhere to “traditional” gender roles that focus on the inequality of women. This allows them to treat women with no regard or respect. However this is not always the case, the reality is women do sexually assault men on a regular basis.

Each year, according to an estimate poll, roughly 19 to 31 percent of male college students and 15 percent of military men experience some kind of unwanted sexual contact, and researchers say the majority of that is perpetrated by women. These men’s experiences usually aren’t as horrific as those of women who are assaulted, but they represent a clear, and mostly hidden, problem. They also contradict standard assumptions and cultural stigmas about male aggression and female impassiveness.

Conclusion

Sexual harassment still continues to be a problem in the military for both genders, numbers are still increasing. Service members are still in fear, striving to so find a solution that will stop sexual harassment before it starts. so what is the answer?. If and only if we make a collective effort, to report any and all incidences. Only if we fight together can we win together.

Reference

1. Livia Gershon. (May 03, 2017). Retrieve from
2. https://psmag.com/news/women-sexually-assault-men-92099
3. Niall McCarthy. (May 03, 2019). Retrieve from
4. https://www.forbes.com/sites/niallmccarthy/2019/05/03/report-u-s-military-experiences-sharp-increase-in-sexual-assaults-infographic/#619cf1d73e59