Artificial Womb

Applications of Artificial Intelligence in Criminal Justice System

Speed Converter Tool

Speed Converter

Kilometers per hour (km/h):

Miles per hour (mph):

Meters per second (m/s):

Knots (kn):

Power Converter Tool

Power Converter Tool

This is a simple power converter tool that allows you to convert between Watts, Kilowatts, Horsepower, and BTUs per hour.

Power Converter Tool

Enter Power:

From: Watts Kilowatts Horsepower BTUs per hour

To: Watts Kilowatts Horsepower BTUs per hour

Converted Power:

Sensory details generator from Words & Secens

TEXTFX

Supercharge your writing process with AI-powered language tools

Get the sensory details of a word or scene.

Just type the word or scene and run. This great tool will generate the details. 

Look at image below the scene and the output.

Try it Now for free 

Google's AI Image Creation tool

IMAGEFX 

Transform text into images and explore endlessly.

Image-FX Tool

Try it Now for Free

Prevention of sexual Harassment and abuse of Authority

 

Prevention of Sexual Harassment and Abuse of Authority - Working Harmoniously

When working together as colleagues, we have different points of view, especially as we come from different cultures. We don’t always agree with each other. We may sometimes find what our colleagues do is difficult to understand, or even inappropriate.

Harmonious Work Environment:

One of the best ways to achieve harmony, is to work on understanding each other. This enables us to avoid inadvertently causing offence. We all need to be observant and sensitive to how others react to our behaviour. In multicultural environment, it is especially important to understand others’ perspectives.

What to do When Someone Challenges You About Your Behaviour:

When someone confronts you with an issue about your behaviour, here are a few guidelines that can help you avoid long-term, negative consequences.

1. Remember to do your best to listen respectfully and try not to be defensive but understand the other person’s point of view.
2. Remember that the person talking to you probably feels even more uncomfortable than you do.
3. If it’s something you said or did that you genuinely didn’t know caused offense, apologise and let the person know it won’t happen again.
4. If it’s something you’re unsure about, then ask others. Ask your supervisor, HR or the Ombudsman and mediation services for help.

Different Responses to Unwelcome Behaviour

A few reasons why some people may not be comfortable being direct.

• Because I’m new in the office and I really want to fit in.
• Because it’s my supervisor and I’m worried about what will happen if I say anything.
• Because I’m scared of what he’ll do if I criticize him.
• Because I’m sure he doesn’t mean to harass me. It is probably my fault.
• Because I was taught that I should not speak back to men or those in higher power.
• Because I want to wait until someone else raises the issue.

There are many reasons why someone may not directly challenge behaviour they are uncomfortable with. Such fears may or may not be justified. Either way, we must accept that not everyone can challenge a colleague, and that’s why it’s important that we all take responsibility for a harmonious work environment, and in particular to challenge and address prohibited conduct.

What do I do if I see someone behaving inappropriately towards someone else?

Well, It’s important to play an active role in stopping unwelcome behaviour or harassment. Whenever you see inappropriate behaviour, there’s a lot you can do and should do about it. Indeed as a witness you can be particularly effective in stopping it.

How to Advise a Colleague who has been Offended

What should I do if someone comes to speak to me about behaviour they are uncomfortable with?

• You should listen and give support.
• Don’t judge…But share your perspective - checking in with others can help gain perspective on a situation.
• The individual should explain to the offending person in a calm manner the impact of their actions. The person should also tell him or her that they find the action objectionable. Remind them to challenge that person’s behaviour, but not to use insults or put downs. For example, it is always best to say, “I am not comfortable with your comments” rather than “You are offensive”.
• But if they don’t think they can handle the situation informally or on their own, encourage them to speak to a supervisor or to other who could help, such as Ombudsman and Mediation Services. Remember, a staff member has a duty to report possible misconduct and so raising the matter with your supervisor or other person in authority will always be correct.
• You should also make sure you respect the other person’s wishes in terms of disclosing to others and not encourage gossip.
• I think you should tell the person that if discrimination, harassment or abuse of authority occurs, it is not his or her fault, and that we should all be working to create a supportive environment.

What is the abuse of authority?

Abuse of authority is the improper use of a position of influence, power, or authority by a staff member against others. This is particularly serious when a staff member uses his or her influence, power, or authority to negatively influence the career or employment conditions of another staff member.

• Abuse of authority is when individuals use their power or authority in a way which serves no legitimate work purpose, and which ought to be reasonably known as inappropriate.
• Any refusal of an appointment, contract extension, or promotion that is not based on work progress might be an act of abuse of authority.
• Abuse of authority may also include conduct that creates a hostile or offensive work environment.
• Abuse of authority may include the use of intimidation, threats, blackmail, or coercion.

What is harassment?

Disagreements and conflict, when handled well, are positive. They are simply what happens when we express our different points of view and address them. However, when conflict is not dealt with positively, or worse, when we engage in harassment, then we damage our work environment. Engaging in actions that may amount to harassment is also, of course, possible misconduct and consequences may flow from such actions.

Behaviours that Constitute Harassment:

• Severe or repeated insult
• Malicious and false accusations against or blaming of other staff members.
• Intimidations or threats, including threats or reprisals.
• Public of private tirades by a supervisor, subordinate or peer.
• Demeaning comments, gossips, or defamations.
• Deliberately desecration of religious، racial, ethnic or national symbols.
• Nickname, insult or negative stereotyping directed at an individual or group.

How do I know how to behave?

We all need to be observant and sensitive to how others react to our behaviour it is especially important to understand others’ perspectives.

Identifying Sexual Harassment :

I have heard there are many situations that are considered as sexual harassment.

Me too! Apparently, if you flirt with someone, you may be accused of sexually harassing them. Is this true?

It depends on the other person’s feelings and whether or not he or she is comfortable with this type of behaviour. You have to use your judgment.

Does this mean that you can’t even smile at someone?

No, smiling is okay. But there are a lot of behaviours that may be considered sexually harassing.

Let’s look at some examples.

• Exhibiting material of a sexually oriented nature, such as pornographic screensavers.
• Suggestive comments or sexual remarks.
• Crude or obscene language or gestures or telling sexual jokes.
• Repeated comments of a sexual nature about a colleagues personal appearance.
• Persistent and unwelcome invitations to social activities.
• Deliberated and unsolicited physical contact or unwelcome close physical proximity.
• Sexiest and demeaning language about sexual stereotypes that is humiliating to women or men.

There are two elements to take into account: The impact on the person feeling harassed, and also whether the alleged harasser had to have known or reasonably have realised that the conduct was offensive or unwelcome.

• Whether a behaviour is considered to be harassment depends on:
• What specifically is said or done.
• The tone of voice and body language used.
• When the action takes place.
• Where it takes place.
• The personal relationship between the people involved.
• The work relationship between the people involved.
• How it affects the work environment
  If the behaviour is persistent.

The behaviour is reasonably perceived to cause offence or humiliation to another person.

So you can be accused of harassment over the slightest thing?

No, not over the slightest thing. The complaint must be reasonable. Part of the test is that a reasonable person would know that the behaviour could cause offence or be harassing. Also, harassment usually isn’t about a single incident; it may involve a series of incidents. This means that there is usually enough time for someone to say something to stop it.

Preventing Harassment

• Think about the reasonable standards of workplace behaviour and keep to those.
• Think about whether your behaviour conflicts with the cultural norms of the country you are in and if so, keep to norms of the country you’re in or to the norms of the staff around you.
• Pay attention to how the person is reacting. If you notice they are uncomfortable, adjust your conduct.
• Pay attention to others and notice if they have expressed discomfort or are visibly uncomfortable with the situation, if so adjust your conduct.
• Remember that it’s good to apologise if you think you inadvertently offended someone.

Intent is not the predominant issue it’s about the impact on the other person.

There have been situations where people thought they were being friendly, gave a compliment, or were trying to have fun, but because they were not sensitive to other people’s feelings, they caused offence or discomfort.

Think about it this way:

If a behaviour is always considered to be harassing, it is like a red light. Stop the behaviour immediately!

If a behaviour is questionable, it is like a yellow light. Proceed with caution based on all circumstances, including the cultural background of the other person!

If a behaviour is always acceptable, it is like a green light.

What is Discrimination

Discrimination is any unfair treatment or arbitrary distinction based on a person’s race, sex, religion, nationality, ethnic origin, sexual orientation, disability, age, language, social origin or other status.

Discrimination may be an isolated event affecting one person or a group of persons similarly situated or may manifest itself through harassment or abuse of authority.

Here are some examples of discrimination:

• Pablo always gives the best assignments to one member of his team because they are both from the same country.
• John organizes an outside event for the entire team but does not invite Paula, a team member, because he is not comfortable with her being disabled.
• Françoise refuses the request from her colleague, Rahid - who is Sikh, to wear his turban at work when there is no legitimate workplace reason for such a rule.

Cost and Impact of Ignoring Unwelcome or Prohibited Conduct :

• If you engage in prohibited conduct, this can lead to disciplinary actions such as dismissal, demotion, a fine or other types of disciplinary sanction.
• The damage done by prohibited conduct can continue for months, and not only within the office. Lower productivity means that our programmes are compromised. There are also real financial costs, not only from lack of productivity, absenteeism, and staff turnover, but also arising from potential appeals.
• Prohibited conduct can also damage your public reputation. Think of some of the high profile cases of abuse of authority that had a negative effect on your organization.
• The cost and impact of conflict in the workplace, and worse, prohibited conduct, is one of the reasons why the good organization takes such issues so seriously.

What To Do If It Happens To You

It depends on what is happening and how serious it is.

• As we said before, if you believe/feel someone has behaved inappropriately towards you or one of your colleagues, the best response is to act as soon as you can.
• If you feel you can, make it clear that the behaviour is unwelcome and offensive, and that it should stop immediately.
• This will often stop the behaviour as sometimes people don’t realise they have caused offence. This can be the most effective way to stop unwanted behaviour.
• However, if you don’t get a positive response from the person, keep a note of what transpired and consider taking further steps.
• If you feel you can’t speak to the person directly, or your conversation didn’t get the desired effect, you can seek support from the Ombudsman and Mediation Services to help you address the situation, or from others, colleagues, supervisors, HR or Executive officer.
• If you are speaking to colleagues, be mindful of the role they will play and that they won’t encourage rumours and accusations as these tend to worsen rather than improve the situation.
• The Ombudsman and Mediation Services provide confidential, off-the-record and impartial assistance to help arrive at informal solution of concerns and disputes related to your work.
• Remember, you have the right to work in a supportive workplace. Trying to speak to the person causing you offence, directly or indirectly, gives you the chance to resolve the situation in an open, non-threatening, and non-contentious manner. Whatever step you feel comfortable with is fine.

How to take action against prohibited conduct through a formal or informal process.

Informal Process :

• This means a direct or indirect discussion with the offender.
• You can discuss a broad range of issues.
• You will come to an agreement with the other party on how to proceed.

Formal Process:

• This means to file a formal complaint.
• Before filing a formal complaint, check the definition of prohibited conduct.
• A third party will decide the outcome of your complaint
• For this process, make a note of the following details: dates, times, locations and circumstances of the incidents, description of the incidents, names of any witnesses or any person who are aware of the incidents, a record of how the incidents have affected you personally or your ability to perform your duties.

Possible Outcomes of the Process

• The complaint is upheld and a disciplinary process may be initiated against the offender
• The complaint is not upheld and it is considered the end of the matter.

You should be aware that, in accordance with the principles of due process, your complaint or information from your complaint will be shared with the alleged offender, so that they can provide their version of the facts and defend themselves.

Harmonious workplace is an environment we should all strive to achieve even if it is difficult. So don’t be afraid to speak up, and make sure you get the support you need.