LAUSR

Medeiros and Griffith (2019) correctly assert, “... sexual harassment and sexual assault are issues in organizations of all kinds and need to be addressed” (p. 3). Organizations should strive to create a welcoming and safe environment for all employees, and designing trainings that promote effective transfer is part of that effort. Yet, only 10% of adults polled in February and March of 2018 reported any increase in sexual harassment training or resources since the #MeToo movement began (Gurcheik, 2018). This demonstrates that the visible social movement has not necessarily translated into increased effort by organizations to address the problem—but why not? In this commentary, we argue that organizations may not be motivated to increase the effectiveness of their sexual assault and sexual harassment interventions. Medeiros and Griffith (2019) articulate a comprehensive framework detailing what is known about effective training design, evaluation, and post-training environmental factors. However, the effectiveness of any training is fundamentally based on the premise that organizations are inclined to implement these best practices and improve their trainings. We are not sure that this is the case.