M6A1_BUS222

docx

School

Rochester Institute of Technology *

*We aren’t endorsed by this school

Course

222

Subject

Business

Date

Feb 20, 2024

Type

docx

Pages

Uploaded by AmbassadorJay4076

Timothy Sollenberger M6A1 – BUS222 December 2, 2023

Addressing a toxic work environment in a team is crucial to creating a positive, inclusive, and productive tone. During the kickoff meetings for the recently formed team, it was readily identified that cultural differences would need to be addressed to facilitate open communication and a successful team. The makeup of the team is predominately male with one individual identified as transitioning genders. Recognizing the cultural differences between the team members from Africa and the remaining areas will help in establishing a plan to address the toxic atmosphere and strive for empathy and collaboration among the team members. The following will establish a plan to address the identified conflicts among the workforce and provide a reflection on what has been learned on how culture will impact and necessitate these actions. The team to be successful needs a leader who will approach the challenges of diversity and inclusion head-on while maintaining cultural sensitivity. The first step in the process is to open communication within the team. As the lead the first action to take would be having conversations with the individuals to focus on two things. First their position and what they can bring to the team and second the observations that occurred following the earlier break. As a leader having these crucial conversations early is imperative. By framing the conversation around how to get the most out of each individual and awareness of their culture it can help bring to light the differences and how they can be worked through. If during this process it is noted that any members have already engaged in non-professional behavior such as name- calling or other disrespectful acts, they will need to be addressed through the company's human resource policies. These actions cannot be tolerated on a successful team. The issue as presented does show that change will be needed within the group and the high likelihood is

that the African engineers will be hesitant. One of the noted reasons for not being willing to change views or opinions is not understanding the opinion and that social changes are more resistive than technical changes (Lawrence, 1969). As a result, the first step as a leader is to engage the team in communication, set basic standards of interaction to avoid accountability, and act if deemed necessary surrounding the first meeting. As part of the communication piece with the team members from above it is likely to come out that they have cultural views on their co-workers transitioning. In Africa ‘homosexuals are widely discriminated against’ along with other histories of discrimination amongst women and minorities the cultural norms for the engineers are bound to give them a different view of their new co-worker (Morrison, 2006, p. 452). This is where having clear communication on unprofessional behavior starts. The team members must know and understand that creating an inclusive and supportive environment for all members of the team, regardless of their background identity is the only way in which the team will be long-term success. An action that can be taken is to give time to and a space in which the team members can express concerns, ask questions of each other, and provide feedback without the fear of reprisal. By doing this both sides of the observed incident could expand their worldview of cultural background and how personal choices such as this come about. As the leader explaining how this could be a valuable developmental time for them as potential future project leads in which they may be put in a similar situation is another tactic to increase engagement and openness. Resolving the immediate concern and creating an environment of open communication are steps one and two. Next is to create a workplace in which leaders and employees do their part for change to occur. The following items will be used to establish a team that values

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version

Access to all documents
Unlimited textbook solutions
24/7 expert homework help

diversity and inclusion. First, establish a vision that is clearly defined to include a belief system based on diversity equity, and inclusion. Next, establish a mechanism to track and trend behaviors in this area. Some form of behavioral observation program that does not limit itself to just ensuring no Human Resource offensives are made but rather are the workers being seen engaging their teammates and driving to an inclusive environment. Taking the time to actively educate employees and creating a reward system when individuals are showing actions for a more inclusive environment (Laker, 2023). By implementing a well-constructed diversity, equity, and inclusion plan that is woven into each section of the team it is more likely to be a success. There is a last overt action that needs to be completed for this team. Updating the Human Resource records for the team member. Work with the team members and human resources to have the proper information in records so there is accuracy and confidentiality. This can help as the team lead and any further assignments the team members will have. Also in the Human Resources space, it would be good to establish a zero-tolerance policy if the company does not already have one. Communicating discriminatory language or acts will not be tolerated. Communicate the desire to be inclusive but the seriousness of not having a respectful work environment. Speaking directly to the example at hand there is much movement in being more inclusive for trans-persons in the workforce. Because many cultural norms are established around gender as a basic organizing function the beliefs are difficult to change. Educating the team is one step but working with the company to establish Trans-Inclusive policies, having bathroom access that makes sense, establishing dress codes, and paying attention to pronouns being used (Thoroughgood, 2020). Working with Human Resources and Company policymakers to have established practices across the board can help with the execution of this team.

This exercise gives the chance to reflect on the cultures studied to date. Noted in the example is that the female and the Latin American engineer were looking frustrated. As described above the individuals from Africa have likely come from a culture in which sexual orientations and genders are discriminated against and need a change in their view to be able to build a cohesive team. Cultural competence and taking the time to understand is one step. Understanding intersectionality and how social and political identities result in combinations of discrimination and privilege is another. When the bulk of a team is made up of members from one culture their backgrounds and ideologies are going to result in certain types of discrimination as evidenced here. It is then incumbent upon the leader and the organization to educate and grow a more diverse and understanding team. This will create an atmosphere of sharing, technical growth, social growth, and a company in which employees are more likely to stay and succeed in the long term. Toxic work environments can be the death of a team. Addressing a toxic work environment in an organization is crucial to the creation and sustainment of a positive and productive team. The plan given here addresses short-term actions to resolve the observations by the new team and long-term actions to help establish a company with a vision and policy that includes diversity equity and inclusion. Targeting just one discriminated-against group may solve this team's short-term issue. Establishing policy and educating workers can overcome cultural differences that could be impacting team performance.

References Laker, Benjamin. “How to Create a Genuinely Inclusive Workplace.” Forbes , 13 Mar. 2023, www.forbes.com/sites/benjaminlaker/2023/03/13/how-to-create-a-genuinely-inclusive- workplace/?sh=5745c415150f. Accessed 3 Dec. 2023. Lawrence, P. (1969, January). How to deal with resistance to change . Harvard Business Review. https://hbr.org/1969/01/how-to-deal-with-resistance-to-change Morrison, T. & Conaway, W. A. (2006). Kiss, bow, or shake hands (2nd ed.). Adam’s Media. Thoroughgood, Christian N., et al. “Creating a Trans-Inclusive Workplace.” Harvard Business Review , 1 Mar. 2020, hbr.org/2020/03/creating-a-trans-inclusive-workplace.

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version

Access to all documents
Unlimited textbook solutions
24/7 expert homework help

M6A1_BUS222

Related Documents