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Allegations of workplace harassment have emerged involving a female soldier who suffered a miscarriage after experiencing repeated bleeding while serving in the Army's Capital Corps. This incident has brought the military's closed organizational culture under scrutiny. On June 19, Captain Kim Sang-ho, a former Army officer and YouTuber, spoke with the Aju Economy investigative team about the incident and the realities of military organizational culture.
Kim highlighted the unique circumstances of the victim's unit, the military's promotion structure, and generational cultural clashes as key issues. He particularly noted the differing perceptions of military life between the accused, identified as Major A, and the current generation of officers. "Today's captains cannot accept anything that isn't backed by rational logic," he said. "In contrast, Major A, influenced by the coercive methods he experienced during his own service, continues to impose outdated standards, which creates significant injustices for the current generation."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 the current workforce and organizational culture have changed, making it difficult to meet those expectations. With a severe shortage of personnel, the pressure from above leads to a vicious cycle where junior officers exploit the most vulnerable promotion candidates."
Kim emphasized that for officers, promotion from captain to major is a critical juncture in their military careers. He explained that failing to achieve timely promotions in a rank-structured military can result in losing retirement benefits and facing the risk of being discharged without a pension. This creates an environment where years of effort can be undermined by a single evaluation from a superior, leading to manipulation and harassment, forcing victims to endure the situation.
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 troublemakers and face career repercussions."
He continued, "If someone raises an issue and is transferred to another unit, they find themselves competing against individuals who have been preparing for promotions for 3 to 4 years, effectively sidelining them in the promotion race. Thus, the moment someone points out a problem, they risk jeopardizing their military career, causing colleagues to remain silent out of fear."
Kim also pointed out the military's tendency to conceal issues rather than address them. He stated, "If initial training and separation of the perpetrator had occurred upon recognizing the situation, it could have been resolved before reaching the media. However, when Major A's misconduct is revealed, his superior faces pressure for failing to manage the situation, leading to attempts to cover it up, while the commanding officer is also eager to hide any embarrassment for the unit."
Additionally, Kim identified the lack of a system within the military to address and resolve issues as a significant problem. He remarked, "Commanders who identify and appropriately handle issues should be praised, but instead, the military shifts all responsibility onto them, asking, 'Why didn't you manage this?' This leads to a culture of concealment and cover-up."
He criticized the military for repeatedly implementing ineffective measures that only address issues after they arise. "This incident involved a mid-level officer intentionally harassing a capable captain, which is a matter that should concern higher-ranking officials like majors, colonels, and division commanders. Yet, the military's response is to focus on disciplining soldiers and mandating harassment prevention and gender sensitivity training for lower ranks, which is contradictory and needs reform," he stated.
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 and conduct thorough investigations, ensuring accountability and providing full support for victims to create a transparent institution."
Kim highlighted the unique circumstances of the victim's unit, the military's promotion structure, and generational cultural clashes as key issues. He particularly noted the differing perceptions of military life between the accused, identified as Major A, and the current generation of officers. "Today's captains cannot accept anything that isn't backed by rational logic," he said. "In contrast, Major A, influenced by the coercive methods he experienced during his own service, continues to impose outdated standards, which creates significant 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 the current workforce and organizational culture have changed, making it difficult to meet those expectations. With a severe shortage of personnel, the pressure from above leads to a vicious cycle where junior officers exploit the most vulnerable promotion candidates."
Kim emphasized that for officers, promotion from captain to major is a critical juncture in their military careers. He explained that failing to achieve timely promotions in a rank-structured military can result in losing retirement benefits and facing the risk of being discharged without a pension. This creates an environment where years of effort can be undermined by a single evaluation from a superior, leading to manipulation and harassment, forcing victims to endure the situation.
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 troublemakers and face career repercussions."
He continued, "If someone raises an issue and is transferred to another unit, they find themselves competing against individuals who have been preparing for promotions for 3 to 4 years, effectively sidelining them in the promotion race. Thus, the moment someone points out a problem, they risk jeopardizing their military career, causing colleagues to remain silent out of fear."
Kim also pointed out the military's tendency to conceal issues rather than address them. He stated, "If initial training and separation of the perpetrator had occurred upon recognizing the situation, it could have been resolved before reaching the media. However, when Major A's misconduct is revealed, his superior faces pressure for failing to manage the situation, leading to attempts to cover it up, while the commanding officer is also eager to hide any embarrassment for the unit."
Additionally, Kim identified the lack of a system within the military to address and resolve issues as a significant problem. He remarked, "Commanders who identify and appropriately handle issues should be praised, but instead, the military shifts all responsibility onto them, asking, 'Why didn't you manage this?' This leads to a culture of concealment and cover-up."
He criticized the military for repeatedly implementing ineffective measures that only address issues after they arise. "This incident involved a mid-level officer intentionally harassing a capable captain, which is a matter that should concern higher-ranking officials like majors, colonels, and division commanders. Yet, the military's response is to focus on disciplining soldiers and mandating harassment prevention and gender sensitivity training for lower ranks, which is contradictory and needs reform," he stated.
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 and conduct thorough investigations, ensuring accountability and providing full support for victims to create a transparent institution."
* This article has been translated by AI.
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