PSY-FPX5110_Wood-LeclercEmily_Assessment4
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Management
Date
Jan 9, 2024
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22
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1
A Multicultural Ethics Case Study
By: Emi Wood-Leclerc
Organizational Development Specialist
Google
2
Dilemma Overview
WHO
§
Emi: 33-year-old female that has worked virtually with the company for 5+ years
§
Toby is a 55-year-old neuroatypical male, with the company at HQ 5+ years
§
Mychal is a 62-year-old female, also virtual and colleague on Emi’s team that has been with the company 7+ years
§
The conflict is not location specific as parties are spread out geographically and connect remotely. It is within the major tech company, Google, that is global with over 178,000 employees
Additional information: - Clear final decision-making power has not been specifically assigned and neither can come to a full agreement on how to proceed in the project
- Emi has discussed the conflict she is having with Toby with her manager on several occasions, citing the following perceptions:
- Believes Toby is continuously interrupting Emi when she is speaking
- Has messaged her several times after her normal work hours regarding the project
- Continuously repeating ideas that she has already given and initially disregarded
- Toby has also discussed his frustrations of working with Emi to his manager, citing the following perceptions:
- Believes Emi is not putting in the hours to complete the work as she is not “logged on” when he is - Has difficulty understanding Emi’s communication style (both verbally and written)
- Believes she isn’t contributing ideas on how to move forward with the project
3
Dilemma Overview
WHAT
§
Emi and Toby recently started a new project together, managing the testing of new performance management products. They recently missed an important deadline because conflict has prevented them from making final decisions. §
Toby shared that he is going for a promotional position so this project can’t have any more performance delays. Because they are behind, Toby wants to use material he obtained from a friend at a competing company that clearly states it is the property of that company. §
Emi is also going for the same position, however, does not share this with Toby. Very uncomfortable with the situation, Emi sought advice from her colleague Mychal on what to do. Mychal brought up concern that Emi’s report of Toby will be seen as trying to “remove” the competition
- Because of the conflict between Emi and Toby, they recently missed an important deadline to source testers throughout the company to engage with new performance management products being released. This phase must be completed before the project can move on to the next step. The rest of the project is at risk of being significantly delayed by missing this deadline. Toby has shared with Emi that he is going for the newly opened promotional position and any additional performance could impact his credibility. To help solve this, Toby wants to use material obtained from a friend at a competing company. The material clearly states that it is confidential and the property of the specified company. - Emi is interviewing for the same position; however, she does not share this with Toby. She is concerned that using the information is not only unethical but could have legal consequences which would impact their project, their credibility, and potentially their employment. She seeks advice from her colleague Mychal, who voices concern that reporting Toby could be seen by leadership as a way to eliminate the competition by the hiring manager. 3
4
Cultural Differences
Emi
Toby
Mychal
•
33-year-old
•
55-year-old
•
62-year-old
•
Female
•
Male
•
Female
•
Neurodivergent
•
Neuroatypical
•
Neurodivergent
These relevant biases likely contributed to the overall dilemma as the situation escalated by these not being addressed in a timely manner. 5
Relevant Biases
•
Generational bias [ex: work-ethic]
•
Provide clear guidelines on setting clear expectations in each role
•
Gender bias [ex: leadership perception]
•
Address microaggressions and bias through training
•
Disability bias [ex: communication styles]
•
Provide training on active listening and effective communication
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Case Study 2
Outreach Efforts
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about 20 percent of
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and discrimination;
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about employment and training opportunities;
Chanter
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provide educational programs and career informa
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of choice;
⚫ a review of training programs to ensure that there
are no systemic barriers, and
⚫ systematic recruitment efforts to introduce
Indigenous individuals by means of internships,
co-op placements, summer employment, and part-
time work.
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