Multicultural Ethics: Navigating Workplace Conflicts at Google

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

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- 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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According to APA Code 1.05, Emi has the ethical responsibility to report the ethical violation as it will likely cause the organization substantial harm (APA, 2017). Should the content be used and the company found liable, this could damage the organization’s reputation, profits, and stock value. 6 APA Code 1.05 Reporting Ethical Violations § Emi’s responsibility to report misconduct Ethical Concern:

The APA code 4.07, Use of Confidential Information, states that a psychologist cannot use confidential information without taking steps to obtain consent from the owner (APA, 2017). Toby obtained the information through unofficial channels and does not have approval from the company through the correct representatives to use the content. 7 APA Code 4.07 Use of Confidential Information § Using confidential content owned by a competing company without explicit permission Ethical Concern:

The APA Code 7.01, Design of Education and Training Programs, states that psychologists have an ethical responsibility to create programs designed to provide the appropriate knowledge to the audience (APA, 2017). The content obtained by Toby was created by a competing company for to meet the needs of their employees. By using the content for employees within their organization, they are not taking steps to ensure that content is designed for a specific purpose to meet certain goals. 8 APA Code 7.01 Design of Education and Training Programs § Content owned and designed by a competing company has not been created to meet the specific needs of Googlers Ethical Concern:

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According to APA Code 8.11, Plagiarism, psychologists are not to pass the work of others as their own (APA, 2017). By Toby using the content in question without gaining proper consent and attaching appropriate credit, he is directly plagiarizing the content to cut corners. 9 APA Code 8.11 Plagiarism § Toby wants to use the content to pass as their own Ethical Concern:

According to Körner and Deutsch (2023), deontology theory focuses on acting in conjunction of universal norms, such as not stealing. In contrast, utilitarianism theory focuses on action based upon outcomes for the common good, such as stealing to feed a starving family. In essence, utilitarianism determines the morality of an action based upon the ultimate outcome, whereas deontology focuses on the intent behind the action itself. The comparison above was chosen over communitarianism and feminism because of the nature of the dilemma. According to Lanre-Abass (2010), communitarianism focuses on community values and relationships with the outcome analyzed for the general welcome and common purpose. It focuses on the collective and devalues individualism as it gives one person too much power. If an act is offensive to the community’s way of life, it is considered unacceptable. Feminism focuses on the context and the importance of relationships, empathy, and caring for others. It highlights the interconnection of individuals and places significance on the relational context in ethical decision-making (Gray, 2010). These theories are not ideal to apply to the dilemma as the act will have consequences that will affect the individual and/or the company, no matter the outcome. There is also the legal aspect of plagiarism and using information owned by a competing company. Both aspects better qualify the dilemma to be considered within the framework of deontology or utilitarianism. 10 Comparison of Deontology & Utilitarianism Deontology Utilitarianism • Intention behind the act • Outcome or consequences • Individualism • Greater good • Less flexible, doesn’t change • Flex with situation based on outcomes

10

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In the case of Emi and Toby, it is recommended that deontology ethical theory be used as a framework to review the ethics of the action because of Emi’s relationship to the situation. In this case, the individual action will also result in the common good as reporting will protect the organization and it’s employees. However, the additional consequences could prevent her from seeing the larger impact on her individually should she not report. While perception may impact their likelihood of gaining the promotion, that is only one position and a short-term consequence. Should she not report the issue and move forward with using the content, her name will also be attached in the work. So, when it comes out that the work was plagiarized, she will be directly implicated, even if it wasn’t her idea. This could have legal ramifications and impact her ability to work within the company or field in the future, having long-term effects. 11 Should Emi report Toby’s use of plagiarized confidential content? Deontology Utilitarianism • Reporting is the “right thing to do” • Reporting may impact their career • Reporting will prevent Emi from being implicated and potentially held legally responsible • Reporting will protect the publicly traded company from windfall & backlash • Toby is doing something wrong, thus Emi should report it • Emi could see a major impact on her career either way

Fisher (2023) details an eight-step process to ethical decision making. The graph above shows each steps summarized. The following slide will apply this process to Emi’s dilemma. 12 The Fisher’s Ethical Decision- Making Model Identify dilemma Understand and apply APA Code of Ethics Familiarize laws and regulations Seek consultation Repeat steps 1-4 to identify alternative actions and consequences Seek and implement course of action Monitor and evaluate Modify and evaluate

According to Kaptein (2011), it is common for employees not to report wrongdoing for various reasons, the most common being unwelcome culture and the challenge it presents for organizational hierarchy. By applying Fisher’s model to the ethical decision-making process, Emi can determine the best course of action as it complies with personal, company, and societal ethics (Fisher, 2023). It is recommended that she follow the eight-step process, starting by identifying the dilemma, and correlating the action to the potential consequences. The primary dilemma is reporting the violation could impact her eligibility for a position she is interviewing for as an act of retaliation, however not reporting could cause permanent harm to her career and the organization. In reviewing the APA code of ethics (2017), Emi will identify that this dilemma violates at least four ethical concerns. Beyond that, she will want to review company policy on plagiarism and reporting, then investigate potential law and regulatory violations as it relates to her ethical responsibility. For step 4, Emi has already approached a colleague who expresses concern for retaliation, however it is recommended that she utilize the company anonymous ethics hotline to discuss the situation with a third-party, unbiased consultant who can assist in reviewing the policies and potential outcomes for Emi as the reporter. Going through step 5, Emi will want to ask themselves a series of questions including but not limited to: what options 13 Emi’s Ethical Decision Making with the Fisher’s Model Reporting a violation on employee could impact eligibility for position and other retaliation however not reporting would enact harm on her and the organization Violation of APA codes: 1.05 (reporting), 4.07 (confidentiality), 7.01 (education) , 8.11 (plagiarism) Legal violation of using confidential proprietary information of competing company. Also likely in violation of employee code of ethics. Seek consultation with anonymous ethics hotline Repeat steps 1-4 if needed Review options and relative consequences. Move forward with a decision. Report ethical violation through company designated process Review retaliation policy and prepare next steps if it becomes a concern.

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do I have available, what problems or consequences will there be for the various parties impacted, and which party has the greatest vulnerability (Barnett et al., 2007). After reviewing the options, analyze each by answering questions such as which decision will cause the least harm (Barnett et al., 2007). Once all possible actions and consequences have been identified, analyzed, and discussed through consultation, it is time to make a decision. In Emi’s dilemma, it is recommended that they report the issue by going through the designated process outlined within the employee code of ethics or handbook. She can likely use the ethics hotline referenced previously while remaining anonymous. Throughout the process, Emi will want to familiarize themselves with the retaliation policy, reporting, and documentation for the company to adequately prepare herself for any potential backlash from Toby or leaders. 13

As with any other bias, ageism is largely based upon assumptions made of other generations. These assumptions run from communication expectations (Roberts, 2006) to capability (Ili ș anu & Andrei, 2018). Setting clear expectations can alleviate assumptions of workload, when and how to move forward with decisions, and also ensure that all parties are performing as expected, addressing potential performance ageism bias ( Ilișanu & Andrei, 2018; Roberts, 2006) . For the situation regarding Emi and Toby specifically, this will address assumptions of work being done (or not), clear conflict resolution for decision-making, and encourage more active listening within strategy meetings. This will help get the project back on track and prevent issues in the future. Addressing these best practices prior to escalation likely would have prevented the ethical dilemma. 14 Best Practice for Working With Age Differences Set clear guidelines, expectations, and chain of command for all roles (Ili ș anu & Andrei, 2018; Roberts, 2006) Being explicitly clear on role expectations and guidelines, each person within a project will be clear on their responsibilities and decision-making approval processes. This will alleviate the feeling of one party doing more work than the other.

As cited by Dossett et al. (2020), bias training helps to identify knowledge gaps (at minimum) and further mitigates gender norms and role expectations. It is recommended that such training be delivered with harassment or bullying training to ensure that both genders know that it will not be tolerated within the company. Furthermore, it is hoped that in conjunction with the other steps recommended, the individuals will be able to identify the intersectionality of their biases and the impact it can have on other aspects of their relationships at work, such as active listening, communication, and stakeholder management. For Emi and Toby’s situation, this will help establish mutual respect, encourage understanding and assume positive intent. Addressing these best practices prior to escalation likely would have prevented the ethical dilemma. 15 Best Practice for Working With Gender Differences Provide training for identifying and addressing implicit bias (Dossett et al., 2020) This training will help to identify how their implicit bias may be impacting their communication and perception of the other individual. Once able to identify, provide them with the tools to challenge their own bias to prevent additional impact to performance.

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People who are neurodivergent communicate differently than what is considered normal or socially acceptable at times by neuroatypical people. This can cause conflict in the simplest of circumstances. By offering communication training, standards and norms can be set for employees within the company. Training should also include examples of how to flex communication to another person's preference, with the intent of meeting in the middle with communication preferences ( LeFevre-Levy et al., 2023) . For Emi and Toby’s situation, this can help bridge the gap in understanding and encourage practice of asking questions to ensure clarity. Opening communication will also serve to mitigate bias within other cultural identities. By creating a clear framework for communication, both parties are more likely to have their needs met, reducing stress and preventing additional conflict (Pasca & Wagner, 2011). Addressing these best practices prior to escalation likely would have prevented the ethical dilemma. 16 Best Practice for Working With Neurodivergence Provide training on clear and impactful communication within multicultural groups (LeFevre-Levy et al., 2023) Communication breakdown is the common instigator for all conflict, especially between neurodivergent and neuroatypical people. Offering training for clear and impactful communication can help address these issues and prevent further conflict.

It is recommended that Emi report the violation through appropriate channels with the organization. This is recommended as this has a longer-term impact and legally protects her from liability. Even if she is retaliated against (and unable to directly prove the correlation), the impact is on one position whereas the plagiarized content would have her name on it and thus she would be liable for any legal ramifications, especially if she was aware the content was unofficially obtained, confidential property and did not report it. This would cause long-term consequences for Emi that will impact her career for years to come. Additionally, It is imperative that Emi keep the report factual and directly related to company policy, APA code of ethics, and local laws and regulations. As specified earlier, there is a concern about retaliation and the act being seen as a way to “eliminate competition” for the position they are both interviewing for. By keeping it factual, it lowers the potential for it to be seen as an emotional decision. With that in mind, it is important for Emi to familiarize herself with the company policy on retaliation and how to properly identify and document. 17 Proposed Resolution § Emi should report the violation through appropriate channels through the organization § Keep factual as much as possible to address any potential misconstrued intention § While doing so, familiarize self with retaliation laws and company policy to protect themselves

18 References • American Psychological Association. (2017). Ethical Principles of Psychologists and Code of Conduct. Retrieved from http://www.apa .org/ethics/code/ • Barnett, J. E., Behnke, S. H., Rosenthal, S. L., & Koocher, G. P. (2007). In case of ethical dilemma, break glass: Commentary on ethical decision making in practice. Professional Psychology: Research and Practice , 38 (1), 7–12. https://doi- org.library.capella.edu/10.1037/0735-7028.38.1.7 • Dossett, L. A., Vitous, C. A., Lindquist, K., Jagsi, R., & Telem, D. A. (2020). Women Surgeons’ Experiences of Interprofessional Workplace Conflict. JAMA Network Open, 3 (10) https://doi.org/10.1001/jamanetworkopen.2020.19843 • Fisher, C. B. (2023). Decoding the ethics code: A practical guide for psychologists (5th ed.). Sage. • Gray, M. (2010). Moral Sources and Emergent Ethical Theories in Social Work. British Journal of Social Work , 40 (6), 1794–1811. https://doi- org.library.capella.edu/10.1093/bjsw/bcp104 • Ili ș anu, G., & Andrei, V. (2018). Age stereotypes and ageism at the workplace - #ageisjustanumber. Journal of Comparative Research in Anthropology and Sociology, Suppl.Special Issue: The Puzzle of Literature Review, 9 (2), 23-33. http://library.capella.edu/login?qurl=https%3A%2F%2Fwww.proquest.com%2Fscholarly -journals%2Fage-stereotypes-ageism-at-workplace%2Fdocview%2F2293792873%2Fse- 2%3Faccountid%3D27965

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19 References • Kaptein, M. (2011). From Inaction to External Whistleblowing: The Influence of the Ethical Culture of Organizations on Employee Responses to Observed Wrongdoing: JBE. Journal of Business Ethics, 98 (3), 513-530. https://doi.org/10.1007/s10551-010-0591-1 • Körner, A., & Deutsch, R. (2023). Deontology and Utilitarianism in Real Life: A Set of Moral Dilemmas Based on Historic Events. Personality and Social Psychology Bulletin , 49 (10), 1511-1528. https://doi-org.library.capella.edu/10.1177/01461672221103058 • Lanre-Abass, B. A. (2010). Technology, individual rights and the ethical evaluation of risk. Journal of Information, Communication & Ethics in Society, 8 (4), 308-322. https://doi.org/10.1108/14779961011093327 • LeFevre-Levy, R., Melson-Silimon, A., Harmata, R., Hulett, A., & Carter, N. (2023). Neurodiversity in the workplace: Considering neuroatypicality as a form of diversity. Industrial and Organizational Psychology,16 (1), 1-19. doi:10.1017/iop.2022.86 • Pasca, R., & Wagner, S. L. (2011). Occupational Stress in the Multicultural Workplace. Journal of Immigrant and Minority Health, 13 (4), 697-705. https://doi.org/10.1007/s10903-011-9457-6 • Roberts, I. (2006). Taking age out of the workplace: Putting older workers back in? Work, Employment and Society, 20 (1), 67-86. https://doi- org.library.capella.edu/10.1177/0950017006061274

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