The larger the company—

The more likely there will be some kind of sexually harassing behavior.

Size, it turns out, does matter. To really be liability-proof is impossible, but there are steps to take to make suing an unattractive option, to regulate deliberate harassment. Executive coaching is of the essence.

For everyone else, however, change begins with reporting, how it is received, making that easier, insisting upon it. There are so many reasons that harassment isn't reported, and it festers, targets suffer until, one day, they leave.

Policies are great, and mandatory to prevention, but people are people. They have to see that what they're doing is wrong, and why. Enforcing policy is a part of that, accessible procedures, everything.

A handbook, if it isn't reinforced, is as good as a throw-away magazine.

Zero tolerance—

Everyone wants to know if this is even possible

Are they dreaming? There is such a thing as rehabilitating values, behavior. We know that in certain occupations misogyny and sexist values flourish. "You can always be replaced," will have to be corporate's attitude in many cases, but it would be nice, that with better training, closer supervision, frequent employee "check ups" or surveys, it that weren't necessary. It is possible to reach everyone, change those attitudes and behaviors, but it will take motivational experts to initiate that valuable ingredient.

Intervention should have several levels in mind, beginning with: (a) primary—meaning prevention, motivational training; ( b) secondary—response, procedures, policy; (c) Tertiary—the objective to reinforce learning in the days, weeks, and months following training. What good is a workshop if nobody remembers anything?