Allegations have emerged of workplace harassment against a pregnant female soldier in the Capital Army Corps, leading to a miscarriage after repeated bleeding. This incident has brought the military's closed organizational culture under scrutiny. On June 19, the Aju Economic Investigation Team interviewed Captain Kim Sang-ho, a former army officer and YouTuber, to discuss the incident and the realities of military organizational culture.
Kim pointed to the unique characteristics of the department where the victim worked, the military's promotion structure, and generational cultural clashes as key issues. He particularly highlighted the difference in perceptions of military life between the accused, identified as Major A, and the current generation of officers. He stated, "Today's captains cannot accept anything unless a rational argument is presented. In contrast, Major A, influenced by the coercive methods he experienced in the past, continues to impose outdated standards, which has resulted in serious injustices for the current generation."
He added, "Commanders demand the same level of performance from mid-level managers as they did during their own service, but it is difficult to meet those expectations with the current workforce and organizational culture. With a severe shortage of personnel and ongoing pressure from superiors, junior officers are caught in a vicious cycle, squeezing the most vulnerable among them during promotion evaluations."
Kim emphasized that for officers, promotion from captain to major is a critical juncture in their military careers. He explained, "In an organization with mandatory retirement ages, failing to be promoted on time can deprive officers of pension opportunities, leaving them at risk of aging out without a proper exit strategy. A single comment from a superior can nullify years of effort, leading to gaslighting and harassment, forcing victims to endure the situation due to the structure in place."
Furthermore, Kim criticized the culture of bystander apathy among colleagues who recognize injustices but choose to remain silent or downplay incidents. He noted, "Many officers begin their first professional experiences in the military after graduating from college, making it feel like their entire world. Those who speak out against wrongdoing are often labeled as disgruntled and face personnel disadvantages."
He continued, "If someone raises an issue and is transferred to another unit, they will find themselves competing against individuals who have been preparing for promotions for three to four years, effectively sidelining them. Thus, the moment someone points out a problem, they risk jeopardizing their military career, leading colleagues to remain silent, saying, 'I don't know.'"
Kim also highlighted the military's tendency to prioritize concealment over self-correction. He stated, "If initial training and separation of the perpetrator had occurred when the issue was first detected, it could have been resolved before reaching the media. However, when Major A's misconduct is revealed, his superior, a colonel, faces pressure for not managing the situation, leading to attempts to cover it up. The corps commander is also eager to hide any exposure of the corps' shortcomings."
Additionally, Kim pointed out the absence of a system within the military to address and resolve issues proactively. He remarked, "If a commander identifies and punishes a problem, they should be praised, but instead, the military shifts all responsibility onto the individual, asking, 'Why didn't you manage this?' This leads to a cycle of concealment and cover-up."
He criticized the military for repeatedly implementing ineffective measures that only address issues after they arise. He stated, "This incident involves a mid-level officer deliberately harassing a capable captain, which is a matter that should concern higher-ranking officials like majors, colonels, and division commanders. Yet, the military always focuses on disciplining soldiers and instructs lower ranks to undergo 'harassment prevention training' and 'gender sensitivity training' whenever issues arise, highlighting a contradictory approach that needs improvement."
In conclusion, Kim urged, "Incidents and crimes can occur in any organization. What matters is how they are addressed. The military must abandon the mindset of concealment, conduct thorough investigations, impose strict penalties, and transform into a transparent institution that fully supports victims."
Kim pointed to the unique characteristics of the department where the victim worked, the military's promotion structure, and generational cultural clashes as key issues. He particularly highlighted the difference in perceptions of military life between the accused, identified as Major A, and the current generation of officers. He stated, "Today's captains cannot accept anything unless a rational argument is presented. In contrast, Major A, influenced by the coercive methods he experienced in the past, continues to impose outdated standards, which has resulted in serious injustices for the current generation."
He added, "Commanders demand the same level of performance from mid-level managers as they did during their own service, but it is difficult to meet those expectations with the current workforce and organizational culture. With a severe shortage of personnel and ongoing pressure from superiors, junior officers are caught in a vicious cycle, squeezing the most vulnerable among them during promotion evaluations."
Kim emphasized that for officers, promotion from captain to major is a critical juncture in their military careers. He explained, "In an organization with mandatory retirement ages, failing to be promoted on time can deprive officers of pension opportunities, leaving them at risk of aging out without a proper exit strategy. A single comment from a superior can nullify years of effort, leading to gaslighting and harassment, forcing victims to endure the situation due to the structure in place."
Furthermore, Kim criticized the culture of bystander apathy among colleagues who recognize injustices but choose to remain silent or downplay incidents. He noted, "Many officers begin their first professional experiences in the military after graduating from college, making it feel like their entire world. Those who speak out against wrongdoing are often labeled as disgruntled and face personnel disadvantages."
He continued, "If someone raises an issue and is transferred to another unit, they will find themselves competing against individuals who have been preparing for promotions for three to four years, effectively sidelining them. Thus, the moment someone points out a problem, they risk jeopardizing their military career, leading colleagues to remain silent, saying, 'I don't know.'"
Kim also highlighted the military's tendency to prioritize concealment over self-correction. He stated, "If initial training and separation of the perpetrator had occurred when the issue was first detected, it could have been resolved before reaching the media. However, when Major A's misconduct is revealed, his superior, a colonel, faces pressure for not managing the situation, leading to attempts to cover it up. The corps commander is also eager to hide any exposure of the corps' shortcomings."
Additionally, Kim pointed out the absence of a system within the military to address and resolve issues proactively. He remarked, "If a commander identifies and punishes a problem, they should be praised, but instead, the military shifts all responsibility onto the individual, asking, 'Why didn't you manage this?' This leads to a cycle of concealment and cover-up."
He criticized the military for repeatedly implementing ineffective measures that only address issues after they arise. He stated, "This incident involves a mid-level officer deliberately harassing a capable captain, which is a matter that should concern higher-ranking officials like majors, colonels, and division commanders. Yet, the military always focuses on disciplining soldiers and instructs lower ranks to undergo 'harassment prevention training' and 'gender sensitivity training' whenever issues arise, highlighting a contradictory approach that needs improvement."
In conclusion, Kim urged, "Incidents and crimes can occur in any organization. What matters is how they are addressed. The military must abandon the mindset of concealment, conduct thorough investigations, impose strict penalties, and transform into a transparent institution that fully supports victims."
* This article has been translated by AI.
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