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Abstract Sexual harassment in field settings brings unique challenges for prevention and response, as field research occurs outside “typical” workplaces, often in remote locations that create additional safety concerns and new team dynamics. We report on a project that has 1) trained field project participants to recognize, report, and confront sexual harassment, and 2) investigated the perceptions, attitudes, and experiences of field researchers regarding sexual harassment. Pre-campaign surveys from four major, multi-institutional, domestic and international field projects indicate that the majority of sexual harassment reported prior to the field campaigns was hostile work environment harassment, and women were more likely to be the recipients, on average reporting 2-3 incidents each. The majority of those disclosing harassment indicated that they coped with past experiences by avoiding their harasser or downplaying incidents. Of the incidences reported (47) in post-campaign surveys of the four field teams, all fell under the category of hostile work environment and included incidents of verbal, visual, and physical harassment. Women’s harassment experiences were perpetrated by men 100% of the time, and the majority of the perpetrators were in more senior positions than the victims. Men’s harassment experiences were perpetrated by a mix of women and men, and the majority came from those at the same position of seniority. Post-project surveys indicate that the training programs (taking place before the field projects) helped participants come away with more positive than negative emotions and perceptions of the training, the leadership, and their overall experiences on the field campaign. 

The geosciences are one of the least diverse disciplines in the United States, despite the field's relevance to livelihoods and local and global economies. Bias, discrimination, and harassment present serious hurdles to diversifying the field. These behaviors persist due to historical structures of exclusion, severe power imbalances, unique challenges associated with geoscientist stereotypes, and a culture of impunity that tolerates exclusionary behaviors and marginalization of scholars from underserved groups. We summarize recent research on exclusionary behaviors that create hostile climates and contribute to persistent low retention of diverse groups in the geosciences and other science, technology, engineering, and mathematics (STEM) fields. We then discuss recent initiatives in the US by geoscience professional societies and organizations, including the National Science Foundation-supported ADVANCEGeo Partnership, to improve diversity, equity, and inclusion by improving workplace climate. Social networks and professional organizations can transform scientific culture through providing opportunities for mentorship and community building and counteracting professional isolation that can result from experiencing hostile behaviors, codifying ethical practice, and advocating for policy change. We conclude with a call for a reexamination of current institutional structures, processes, and practices for a transformational and equitable scientific enterprise. To be truly successful, cultural and behavioral changes need to be accompanied by reeducation about the historical political structures of academic institutions to start conversations about the real change that has to happen for a transformational and equitable scientific enterprise.