Managing Difficult Conversations

Combine all three into one final Cohesive finished product.

Feedback for milestone One

Good job describing the communication practices however I don’t see where you identified if they are explicit/explicit.  

Feedback for Milestone Two

Good job identifying “productivity above all” there are others heuristics that are relevant consider identifying those as you matriculate through the assignments.

good job identifying inter-cultural clash as a major reason. Was religious beliefs the only impression of bias?  Consider digging deeper for future milestones.

Feedback for Milestone Three

good job identifying some key issues, provide additional details describing the importance of each

Final Project Guidelines and Rubric.html
WCM 620 Final Project Guidelines and Rubric

Overview

Advising colleagues, employees, managers, and senior leaders on actions that minimize organizational discord is key in creating a more effective organizational culture. For the final project for this course, assume you are an employee relations specialist. You have been asked by a senior human resources business partner to create a “summary of findings” that conveys key information from a fact-finding assignment related to a former employee’s potential law suit. Your task is to read the final project case study that includes a transcript of interviews previously conducted by your colleague and produce a paper that analyzes the emotional cause of the employee conflict, details the personal biases of each conflict participant, identifies best practices by which the affected department can rebuild trust, addresses the legal context of the issue, and recommends actions to mitigate the problem. It is important to cultivate the expertise necessary to productively engage in a conflict situation and effectively facilitate its resolution. This expertise is critical both to creating positive change in the workplace and in advancing a human resource professional’s career.

The project is divided into three milestones, which will be submitted at various points throughout the course to scaffold learning and ensure quality final submissions. These milestones will be submitted in Modules Three, Five, and Seven. In addition to the critical elements from the three course milestones, required critical elements for the final project are found in other assignments within the course. Use information from the course assignments to inform your final submission. The final product will be submitted in Module Nine.

In this assignment, you will demonstrate your mastery of the following course outcomes:

Analyze perceptive and communicatory elements of interpersonal conflicts for how they could be changed to de-escalate conflict between employees

Analyze heuristics based on beliefs, past experiences, and cultural norms that impact workplace interactions for informing conflict management strategies

Recommend individual strategies for managing differing cultural perspectives applying contemporary conflict resolution concepts

Analyze stakeholder communications for their implications in building trust among organizational stakeholders in conflict situations

Assess the legal context of organizational conflicts for recommending appropriate risk-minimizing strategies

Prompt

For this final project, you will construct a summary of findings paper, based on the case materials provided. Your paper should be well-structured, clear, and concise, containing each of the sections below. To complete this assignment, you will use information in the Final Project Case Study document as well as these guidelines.

Specifically, the following critical elements must be addressed:

Overview: Summarize the pattern of facts leading up to this interpersonal conflict, identifying the stakeholders in the conflict.

Conflict Analysis: In this section, you will analyze the transcripts provided and determine how stakeholders’ self-perception and communication practices influenced the conflict. Be sure to address the following:

Assess how the stakeholders’ self-perception influenced the conflict. Provide specific examples to support your assessment. In other words, how might the involved stakeholders’ self-perceptions be at odds with how others see them?

Describe the communication practices, implicit or explicit, that were used. What implications did they have for the conflict?

Assess how communication practices might be changed to de-escalate the conflict. Provide specific examples to support your assessment.

Analyzing Heuristics to De-escalate Conflict: In this section, you will analyze the heuristics in the transcripts provided and determine how they impacted the interactions in the workplace.

Appraise the heuristics you found in the transcripts that were the most relevant to the conflict in this case. Support your appraisal with specific examples. For example, was there a bias such as “more is better” or “faster is better”?

Determine how this heuristic resulted in impressions of bias that negatively impacted workplace interactions in this case. Support your determination with specific examples. For example, did a heuristic of “people who look like me do a better job” result in a perception of discrimination?

Determine what techniques your colleague might recommend to help the stakeholders to use their past experiences to positively benefit similar interactions moving forward. Support your determination with specific examples.

Creating a More Effective Organizational Culture: In this section, you will analyze the transcripts provided to determine the influence of cultural differences on the conflict.

Analyze how the stakeholders’ cultural perspectives affected their points of view in this conflict. Support your analysis with relevant examples.

Describe instances in which you see a match or gaps between the former employee and organizational culture. Support your description with specific examples.

Recommend strategies that individual stakeholders can use to deal with employees who have disparate cultural perspectives. Justify your recommendation(s) with appropriate conflict resolution concepts.

Building Common Ground: In this section, you will primarily analyze the transcripts provided to find instances when your coworker employed communication skills to manage the situation, collect relevant information, and build common ground. Then, you will identify practices through which your team can rebuild trust in the affected department.

Referring to the transcripts provided, assess the utility of the open-ended questions that were used for eliciting useful information. Support your assessment with specific examples.

Identify the points during the transcribed conversations in which the interviewer verbally summarized key ideas, describing the importance of each occurrence to the communications in the interviews.

Determine how the impact of the former employee’s actions was at odds with his intent. Support your determination with specific examples based on the transcripts provided.

Identify practices by which the affected department can rebuild trust. Support your identification with accepted conflict resolution practices.

Dispute Resolution and Legal Ramifications: In this final section, you will determine the best course of action for resolving the conflict and provide your recommendations for moving forward.

What laws are applicable in this situation and how are they applicable? Support your response with specific examples.

Describe the benefits and risks of direct negotiations, mediation, and arbitration between the stakeholders. Support your description with specific examples.

Recommend appropriate risk-minimizing strategies for your conflict negotiations based on your analysis of potential means of dispute resolution and legal ramifications.

Milestones

Milestone One: Overview and Conflict Analysis
In Module Three, you will submit a draft of the first two sections of your summative assessment. Read the transcripts provided for you for this case analysis. This milestone will be graded with the Milestone One Rubric.

Milestone Two: Analysis of Heuristics
In Module Five, based on the transcripts you read in Module Three and the Module Five reading, you will analyze the heuristics of the transcripts and determine how they impacted the interactions in the workplace. Additionally, you will determine the influence of cultural differences on the conflict. This milestone will be graded with the Milestone Two Rubric.

Milestone Three: Building Common Ground
In Module Seven, based on the transcripts provided, you will look for instances in which the characters employed communication to manage the situation, collect relevant information, and build common ground. Then, you will identify practices through which the team can rebuild trust. Finally, you will determine the best course of action for resolving the conflict and provide your recommendations for moving forward. This milestone will be graded with the Milestone Three Rubric.

Final Submission: Summary of Findings
In Module Nine, you will submit your final project. It should be a complete, polished artifact containing all of the critical elements of the final product. It should reflect the incorporation of feedback gained throughout the course. This submission will be graded with the Final Project Rubric.

What to Submit

Your summary of findings paper should be 6 to 8 pages in length, double-spaced, using 12-point Times New Roman font and APA formatting.

Final Project Rubric

Criteria
Exemplary (100%)
Proficient (90%)
Needs Improvement (70%)
Not Evident (0%)
Value

Overview: Pattern of Facts
Meets “Proficient” criteria and summary demonstrates a complex grasp of the pattern of facts leading up to the conflict
Summarizes the pattern of facts leading up to this interpersonal conflict, identifying the stakeholders in the conflict
Summarizes the pattern of facts leading up to this interpersonal conflict, identifying the stakeholders in the conflict, but summary is verbose or contains inaccuracies
Does not summarize the pattern of facts leading up to this interpersonal conflict, identifying the stakeholders in the conflict
5

Conflict Analysis: Stakeholders’ Self-Perception
Meets “Proficient” criteria and examples provided demonstrate a complex grasp of how stakeholders’ self-perception influences conflict
Assesses how the stakeholders’ self-perception influenced the conflict and provides specific examples to support assessment
Assesses how the stakeholders’ self-perception influenced the conflict and provides examples to support assessment, but assessment is cursory or contains inaccuracies, or examples are not specific or relevant to argument
Does not assess how the stakeholders’ self-perception influenced the conflict
6

Conflict Analysis: Communication
Meets “Proficient” criteria and descriptions make especially cogent connections between the communication practices and the conflict
Describes the communication practices, implicit or explicit, that were used and their implications for the conflict
Describes the communication practices, implicit or explicit, that were used and their implications for the conflict, but description is cursory or contains inaccuracies
Does not describe the communication practices, implicit or explicit, that were used
6

Conflict Analysis: De-escalate the Conflict
Meets “Proficient” criteria and examples provided demonstrate a complex grasp of how altering communication practices can de-escalate conflict
Assesses how the communication practices might be changed to de-escalate the conflict, providing specific examples to support assessment
Assesses how the communication practices might be changed to de-escalate the conflict, providing examples to support assessment, but assessment is cursory or contains inaccuracies, or examples are not specific or relevant to argument
Does not assess how the communication practices might be changed to de-escalate the conflict
6

Analyzing Heuristics: Heuristics in the Transcripts
Meets “Proficient” criteria and examples provided demonstrate a complex grasp of what makes heuristics relevant
Appraises the heuristics found in the transcripts that were the most relevant to the conflict in this case and supports appraisal with specific examples
Appraises the heuristics found in the transcripts that were most relevant to conflict and supports appraisal with examples, but appraisal is cursory or contains inaccuracies, or examples are not specific or relevant to argument
Does not appraise the heuristics found in the transcripts that were most relevant to conflict
6

Analyzing Heuristics: Impressions of Bias
Meets “Proficient” criteria and supporting examples make sophisticated connections between impressions of bias and workplace interactions
Determines how this heuristic resulted in impressions of bias that negatively impacted workplace interactions in this case and supports determination with specific examples
Determines how this heuristic resulted in impressions of bias that negatively impacted workplace interactions and supports determination with examples, but determination lacks clarity or contains inaccuracies, or examples are not specific or relevant to argument
Does not determine how this heuristic resulted in impressions of bias that negatively impacted workplace interactions
6

Analyzing Heuristics: Positively Benefit
Meets “Proficient” criteria and supporting examples demonstrate a complex grasp of how stakeholders can use prior experiences to positively benefit workplace interactions
Determines how the stakeholders in the interactions could have used their past experiences to positively benefit workplace interactions and supports determination with specific examples
Determines how the stakeholders in the interactions could have used their past experiences to positively benefit workplace interactions and supports determination with examples, but determination lacks clarity or contains inaccuracies, or supporting examples are not specific or relevant to argument
Does not determine how the stakeholders in the interactions could have used their past experiences to positively benefit workplace interactions
6

Organizational Culture: Cultural Perspectives
Meets “Proficient” criteria and examples make sophisticated connections between stakeholders’ cultural perspectives and their points of view in the conflict
Analyzes how the stakeholders’ cultural perspectives affected their points of view in the conflict and supports analysis with specific examples
Analyzes how the stakeholders’ cultural perspectives affected their points of view in the conflict and supports analysis with examples, but analysis is cursory or contains inaccuracies or examples are not specific or relevant to argument
Does not analyze how the stakeholders’ cultural perspectives affected their points of view in the conflict
6

Organizational Culture: Employee and Organizational Culture
Meets “Proficient” criteria and supporting examples demonstrate keen insight into what does or does not make employees a good fit for organizations
Describes instances in which a match or gaps can be found between the former employee and organizational culture and supports description with specific examples
Describes instances in which a match or gaps can be found between the former employee and organizational culture and support description with examples, but description is cursory or contains inaccuracies or examples are not specific or relevant to argument
Does not describe instances in which a match or gaps can be found between the former employee and organizational culture
6

Organizational Culture: Strategies
Meets “Proficient” criteria and justification makes especially cogent connections between conflict resolution concepts and employees who have disparate cultural perspectives
Recommends strategies that individual stakeholders can use to deal with employees who have disparate cultural perspectives, justifying recommendations with appropriate conflict resolution concepts
Recommends strategies that individual stakeholders can use to deal with employees who have disparate cultural perspectives, but recommendations are cursory, illogical, or are not justified with appropriate conflict resolution concepts
Does not recommend strategies that individual stakeholders can use to deal with employees who have disparate cultural perspectives
6

Building Common Ground: Open-Ended Questions
Meets “Proficient” criteria and supporting examples demonstrate a complex grasp of the utility of open-ended questions in eliciting information
Assesses the utility of the open-ended questions that were used for eliciting useful information and supports assessment with specific examples
Assesses the utility of the open-ended questions that were used for eliciting useful information and supports assessment with examples, but assessment is cursory or contains inaccuracies or examples are not specific or relevant to argument
Does not assess the utility of the open-ended questions that were used for eliciting information that was useful or your colleague
4.5

Building Common Ground: Summarized Key Ideas
Meets “Proficient” criteria and description demonstrates a complex grasp of the importance of summarization in negotiation
Identifies points during transcribed conversations in which interviewer verbally summarized key ideas, describing the importance of each occurrence to communications in the interviews
Identifies points during transcribed conversation in which interviewer verbally summarized key ideas, describing the importance of each occurrence to communications in interviews, but description is cursory or response contains inaccuracies
Does not identify the points during transcribed conversation in which interviewer verbally summarized key ideas
4.5

Building Common Ground: Impact and Intent
Meets “Proficient” criteria and supporting examples demonstrate a complex grasp of how employee actions and the intent of those actions can be at odds
Determines how the impact of the former employee’s actions was at odds with the intent, supporting determination with specific examples
Determines how the impact of the former employee’s actions was at odds with the intent, supporting determination with examples, but determination lacks clarity or contains inaccuracies or examples are not specific or relevant to argument
Does not determine how the impact of the former employee’s actions was at odds with the intent, supporting determination with examples
4.5

Building Common Ground: Practices
Meets “Proficient” criteria and supporting conflict resolution practices demonstrate a complex grasp of what makes practices relevant in different situations
Identifies practices by which the affected department can rebuild trust and supports identification with accepted conflict resolution practices
Identifies practices by which the affected department can rebuild trust and supports identification with accepted conflict resolution practices, but support is cursory or conflict resolution practices are not relevant
Does not identify practices by which the affected department can rebuild trust
4.5

Dispute Resolution and Legal Ramifications: Laws
Meets “Proficient” criteria and supporting examples exemplify connections between relevant laws and the specific situation
Determines what laws are applicable in this situation and how they are applicable, supporting response with specific examples
Determines what laws are applicable in this situation and how they are applicable, supporting response with examples, but determination is cursory or contains inaccuracies or examples are not specific or relevant to argument
Does not determine what laws are applicable in this situation and how they are applicable
6

Dispute Resolution and Legal Ramifications: Negotiations
Meets “Proficient” criteria and supporting examples demonstrate a complex grasp of the complexities involved in direct negotiations, mediation, and arbitration
Describes the benefits and risks for direct negotiations, mediation, and arbitration between the stakeholders and supports description with specific examples
Describes the benefits and risks for direct negotiations, mediation, and arbitration between the stakeholders and supports description with examples, but description is cursory or contains inaccuracies or examples are not specific or relevant to argument
Does not describe the benefits and risks for direct negotiations, mediation, and arbitration between the stakeholders
6

Dispute Resolution and Legal Ramifications: Strategies
Meets “Proficient” criteria and recommended risk-minimizing strategies make especially cogent connections between the conflict negotiations and the analysis
Recommends appropriate risk-minimizing strategies for the conflict negotiations based on the analysis of dispute resolutions and legal ramifications
Recommends risk-minimizing strategies for the conflict negotiations, but recommendations are cursory, inappropriate, or not based on analysis of dispute resolutions and legal ramifications
Does not recommend risk-minimizing strategies for the conflict negotiations
6

Articulation of Response
Submission is free of errors related to citations, grammar, spelling, syntax, and organization and is presented in a professional and easy-to-read format
Submission has no major errors related to citations, grammar, spelling, syntax, or organization
Submission has major errors related to citations, grammar, spelling, syntax, or organization that negatively impact readability and articulation of main ideas
Submission has critical errors related to citations, grammar, spelling, syntax, or organization that prevent understanding of ideas
5

Total:
100%

Kevin Claven

Milestone One Overview And Conflict Analysis

WCM-620-10073-M01

Professor Victoria Frye

August 17, 2024

Overview

The case is based on a dispute between Kareem, a former employee of the ABC Corporation, and a set of managers of the organization, including the call center manager Thomas and direct supervisor Janet. Kareem was fired from the employment position of customer service representative having been accused of poor performance and taking too many breaks; Kareem is a practicing Muslim. The conflict arose from Kareems’ request for prayer times that he did not properly communicate with the management. This made him be labeled as a poor performer and later dismissed from his job. As for the conflict parties, main actors can be distinguished: Kareem, the protagonist; Thomas who works together with Kareem; Janet, another employee of the shop; Michael – one more coworker; Kathy – a friend of Kareem, also employed at the shop.
Conflict Analysis

Kareem saw himself as a hardworking and capable employee while other employees including the management had a different opinion about his working capability. Kareem thought he was delivering good results saying that he received commendations from the customers and once in a while Janet complimented his work. However, his religious practices that demanded that he take several breaks brought down his call handling numbers, which he never knew since he felt he was performing well enough. That is why the lack of correspondence between Kareem and the management’s perception of him presented one of the main factors for the worsening of the conflict.

Thomas and Janet failed to understand Kareem’s truancies as anything other than negligence of duty in a bid to enhance productivity. Thomas, innovative, never attempted to inquire about the details of Kareem’s reality, opting for the Call Centre narrative that Kareem was not performing well enough. In fact, Janet failed to discuss with Kareem to figure out whether he had any difficulties or not, although she realized that he had not been present in many classes. Lack of communication was the major cause of this outcome which saw Kareem dismissed from the company.

They were basic working-for communication practices, performance-oriented, and little of discussion on personal or religious aspects. Thomas had been described as an intense leader whose major interest was on the numerical goals that were set for the employees; and in such a culture, employees rarely raised personal issues or concerns, including matters arising from family issues for fear of being fired from their jobs or being categorized as ‘Lazy’. Kareem, knowing this, decided that he was not going to practice his religion for he knew that this would land him in trouble or be closely monitored. This self-constructed wall of silence, coupled with the unwillingness for Janet and Thomas to start talking about the issue, have resulted in misunderstanding of Kareem’s conduct and thus the strife.

To reduce tension in this conflict some of the adjustments in the communication can be; On the first note, if there had been encouragement of employers to express their abilities, challenges and difficulties, Kareem could have expressed his religious ways of life. Thomas and Janet could have then redefined the goals or offered some considerations according to the firm’s policy and the laws of the land. Particular examples include establishing a comprehensive procedure that would enable employees to apply for and justify the need to take religious/personal legal absences without risking employment discrimination or penalties. Moreover, general performance appraisals that would involve consideration of problems and requirements that may be expected may have easily handled Kareem’s case. Rather than talking solely in terms of numbers about the productivity of the employees, these discussions could have given a clue as to why an employee’s efficiency may be up or down and the appropriate measures could have been proffered or implemented as the case may be.

Moreover, a diversity, equity, and inclusion training for a management on matters of religious diversity could have in a way armed Thomas and Janet with the means to handle such incidences more adequately. It would also train them on the need to have an open door policy, and the fact that just because one is on the organizational payroll, he or she deserves respect as a human being would enable them to balance on production while observing employees’ diversity. If these changes had been carried out then, then most probably the conflict that led to Kareem’s dismissal and further action was taken would have been averted (Zhao, Z. J., et al 2020).

References

Zhao, Z. J., Chen, H. H., & Li, K. W. (2020). Management of interpersonal conflict in negotiation with Chinese: a perceived face threat perspective. 
Group Decision and Negotiation, 
29, 75-102.

https://link.springer.com/article/10.1007/s10726-019-09645-2

Kevin Claven

WMC-620-10073-M01

Professor Victoria Frye

September 1 2024

Analyzing Heuristics to De-escalate Conflict

In the case study, heuristic influences the interactions of the employees at the ABC Corporation and causes a decline in workplace relations, which resulted in Kareem’s dismissal. Hence heuristics, or rules of thumb, as common decision-making aids may lead to biases. In this regard, the “productivity above all” heuristic was most useful. This heuristic, institutionalized by Thomas, the call center manager, neglected all factors apart from the effectiveness rates, including the vital aspects such as the well-being of the employees and cultural sensitivity. High productivity rate motivated Thomas to make statements and take actions that were hostile by keeping the employees value score just based on productivity. This heuristic led him to change Kareem’s behavior by spying on him more, leading to his firing because he was seen as unproductive to the company, although the cause was that he was stressed and had other problems.

This heuristic resulted in prejudicial perceptions that affected interpersonal relations in the workplace, inter alia regarding Kareem’s religious duties. The prejudice here is seen in how Kareem’s reasons for being unproductive, that is, his religious duties, were not honored at all. For example, when Kareem was making some adjustments to perform his prayers, others saw it as a sort of negligence, and they would end up costing the company time and money. Thomas and Janet’s idea of the ‘productivity above all’ heuristic meant that they did not endeavor to comprehend the cultural or religious value of Kareem’s actions, thus resulting in a notion of discrimination. They never failed to expose their unpleasant attitude towards him, and this lack of communication that made them maintain their old, biased perception led to Kareem’s dismissal (Al-Kubaisi, H. 2022).

Inter-cultural clash was also one major reason that fueled the conflict. About religious beliefs, which state that Kareem is an Islamic man that should pray five times a day, the workplace did not follow any of them. This inadequacy of provision could therefore be attributed to cultural blindness and an organizational culture focused on availability and performance. The transcripts show that Thomas and Janet did not bother to try to talk to Kareem regarding his religious well-being. This cultural insensitivity led to a situation whereby Kareem religious beliefs were a camouflage of a non-performing employee. The clash of cultures in relation to Kareem’s religious beliefs and the workplace culture brings into focus the necessity of policies that are sensitive to the faith of employees and better training of managers on issues to do with diversity.

These are a few of the things that may cause future conflicts to occur. In order to avoid such problems and mitigate the intensity of the future conflict, the following strategies could be suggested: First of all, it is necessary to create conditions under which cultural and religious orientations are accepted and appreciated. This may be done through offering cultural competence training for the employees in their workplaces, with special attention given to the managers. Thus, the training would enable managers such as Thomas and Janet to embrace the changes in practices and embrace the diversity at the workplace.

Second, under no allowance of doubt and controversy, a more flexible break regime policy that can support religious practice and not neglect productivity could also help prevent similar conflict. For instance, it is possible to permit employees to have short and timed breaks to perform the prayer or other cultural activities as an attempt to meet the need of the section (Lapshina, N., and Grabarski, M. K. 2023).

Last but not least, it would also be advisable for the company to effectively demarcate the network of reporting and foster informal discussions regarding the spiritual beliefs of the employees. Perhaps if Kareem had been able to talk to his supervisors about his religious commitments, the situation would not have been handled in such a manner. It is highly possible that if the company encouraged the culture of open communication as well as tolerance of deviations from productivity targets, the relationship between employees could improve, and further conflicts wouldn’t arise.

Lastly, the heuristics used in the context substantially affected the employees’ experience at work by causing bias and cultural misunderstandings. By understanding these heuristics in ABC Corporation, this way, the company will be able to handle conflicts as well as promote the distribution of everyone in the organization.

References

Al-Kubaisi, H. (2022). HUMAN RESOURCE MANAGEMENT IN ACADEMIA OF UNIVERSITIES; ESSENTIAL CHARACTERISTICS AND UPCOMING CHALLENGES-LITERATURE REVIEW. 
Journal of Positive Psychology and Wellbeing, 
6(3), 11-24.

https://journalppw.com/index.php/jppw/article/view/14638

Lapshina, N., & Grabarski, M. K. (2023). Double disadvantage: Disability and gender in the context of workplace harassment. 
Consulting Psychology Journal, 
75(3), 277.

https://psycnet.apa.org/fulltext/2024-14709-006.html

Kevin Claven

Milestone Three

WCM-620-10073-M01

Professor Victoria Frye

September 15, 2024

While reviewing the given transcripts of interactions, conflict resolution was achieved through the use of communication to foster understanding between Kareem and the representatives. The representative used open-ended questions in the interview process, for example while asking Kareem, “can you tell me what in particular made you have that feeling”, this prompted Kareem to explain the details of his experience in ABC Corporation. This approach empowered Kareem to freely vent his frustrations and provide detailed information that could help the rep in collating details.

Various words that are used vocally comprise of paraphrase so as to enhance comprehension of different parts of the transcripts. For instance, Kareem shocked the Rep by narrating that he was let off-guard by his termination, and thus the rep reaffirmed with Kareem and said, “You were caught off-guard and thought you were doing a good job based on feedback you received.” This technique cements the comprehension of the speaker’s words by the listener and summarizes the conceptualized understanding of the statement made in a concise manner (Rogelberg, S. G. 2018).

Here, what Kareem did, especially his walking out to pray excessively, had a paradoxical effect or influence compared to his goals. The reason Kareem embarked on this journey was a desire to practice his faith while also meeting his work commitments. However, the free time he would earlier spend at his desk and the overall low performance that followed was a negative outlook to his supervisors. Janet and Thomas fired Kareem without understanding his religious beliefs; they only considered his actions as unconstructive and unhelpful. Another factor was that Kareem did not express how he was required to have breaks which added to the conflict.

The following ways, derived from conflict solving procedures, can be adopted to enable the department to gain the confidence of the society; There should be communication without prejudice, workers should be able to talk about issues like personal or religion without any form of discrimination. If supervisors are trained on cultural competency and diversity, they would not allow any incidents such as Kareem’s dismissal to occur in the future. Ensuring that there are periodic performance evaluations at the workplace, including introducing reporting for new employees, would also solve such issues at an early stage. These practices cultivate an environment that is open and based on trust so that the team and its individual members work cohesively and efficiently (Robertson, R. W. 2023).

In the future, ABC Corporation should have a more definitive policy of respecting religious beliefs. If there were formal procedures for requesting an accommodation, Kareem’s case could have been prevented. In addition, by establishing a culture of diversity sensitivity and offering training on the steps we need to take to avoid such circumstances, similar unfortunate incidents will not take place again. Moreover, there is a need to enhance leadership management style by being empathetic, which fortunately, the rep exemplified since he listened to each party’s version of the incident diligently. These steps will assist in the conflict solution and enjoy a better working environment.

References

Rogelberg, S. G. (2018). 
The surprising science of meetings: How you can lead your team to peak performance. Oxford University Press, USA.

https://books.google.com/books?hl=en&lr=&id=zdB2DwAAQBAJ&oi=fnd&pg=PP1&dq=Rogelberg,+S.+G.+(2023).+The+surprising+science+of+meetings:+How+you+can+lead+your+team+to+peak+performance.+Oxford+University+Press.&ots=awYwto9dcI&sig=W8oBrnEmiCoVAnPyw1RFzXVLdsU

Robertson, R. W. (2023). Developing and Implementing a Framework for Dispute Resolution: Key Elements of Negotiation. 
Florida Political Chronicle, 
30(1).

https://search.ebscohost.com/login.aspx?direct=true&profile=ehost&scope=site&authtype=crawler&jrnl=15491323&AN=176853212&h=oiSSxpXs6Xqik7HjOQEpNqCHQ2EYmFA3Fv%2BtEauMLD0pi4VRuxNKPJcKTIWR7KVPBEpUmGeJ6VVp9fULAK93Bw%3D%3D&crl=c