 Using the model depicted in Figure 1 and discussed in their article,

analyze the diverse group situation and your leadership of it as you see
it:
What kind of diversity exists in the group?
 Culture, tenure, age and gender
What issues may precipitate conflict?
 Differences in beliefs and values may cause conflicts in diverse work groups. As per
Pelled, Eisenhardt & Xin (as cited in Ayoko & Hartel, 2006), “… people find it
difficult to identify with (and easy to stereotype) those of a different race or tenure” (p.
349). Most people hold on very tightly to their values, they use this to guide their
behavior and decision making. When we encounter people with different value systems
conflicts may arise because of misunderstandings. Here is an example, I was raised to
address people with respect. I responded to my teachers with “yes, sir”, “yes, ma’am” and
when speaking to people or answering questions, I still tend to fall into that show of
respect. I have unwittingly offended people with this response. I have been told, “I’m not
old enough to be a ma’am” or “I’m not a sir, I work for a living”. Many years later,
instead of defending my actions, I merely apologize or avoid the whole situation by
simply saying yes or no. This is very difficult for me. I’ll go further to explain that when
people respond with “yeah” or “what”, I see that as very disrespectful. But it all goes
back to what I value, just because we are different doesn’t mean either one is right.
What legitimate conflict issues may arise as well as destructive ones?
 Task related conflicts may come about in groups working towards the same goal. As
shared by Jehn (as cited by Ayoko & Hartel, 2006) this conflict is related to “the actual
tasks being performed in the group” (p. 349). Task conflict and value differences may
result in conflict that affects group performance. When groups do not discuss these
challenges openly and come up with acceptable solutions, the group cohesion will
suffer and so will the project.
 Social conflicts could include personality clashes and people not liking one another
because they disagree. As per Ayoko &Hartel (2006), diverse work groups experience
more social conflict than homogenous groups. (p. 349).
What social and task outcomes might be the result?
 Task related conflicts are an opportunity to discuss changes in implementation. When
members of a group see that a task can be better performed in a different way the
conflict is beneficial to the entire group and to the project. On the other hand, this type
of conflict can tie up a group in ongoing disputes. As per Ayoko & Hartel (2006),
“These conflicts can produce better outcomes for the group or can occupy the group in
disputes over how to accomplish tasks or fail to inform better decision making” (p.
349). In these situations, the leader must assert the skills needed to keep the group on
track and use the conflict to grow and improve, not to remain stagnant.
 Social conflicts can damage a group’s cohesion if not addressed quickly. If people do
not find a way to get along in a professional setting the work quality and output can
suffer. Additionally, group members may then become apathetic and disengaged, thus
furthering the damage to the group dynamic and the project.
Does gender play a role here (either within the group or in your position as leader)?
  Gender would play a role if members of the group had any preconceived notions about
how each gender should behave and acted on those notions. Once again, here is where
the leader must set the standard. This group is assembled to do a job, each bringing
their skills to the table regardless of gender. The focus is what we can do
professionally to meet the goal. If behaviors or actions demonstrate negative
interaction due to gender, then this would be an opportunity to discuss the situation
and remind everyone of the requirement of professionalism and equality.

What pre-conflict steps might you take to head destructive group conflict--building upon
your earlier responses?
 Communication is key. Getting at the root of the problem and coming up with an
acceptable resolution for all (whenever possible) is necessary to keep the group
focused. Sometimes conflict is not easily solvable and we have to work with people we
wouldn’t otherwise spend time with. In these cases, we can agree to disagree and
remain focused on the project. Diverse work groups bring challenges and benefits, as a
leader, we have to do our best to keep that careful balance between the two.
How would you characterize your own intervention preferences and adjust them to this
situation?
 My intervention preference is to conduct transparent discussion where members of the
group can freely share what they feel is the challenge. That being said, they must also
be willing to come up with solutions. I prefer to be more of a facilitator asking
questions, encouraging conversation and eliciting possible solutions. Sometimes when
people are in the middle of a conflict situation, they see it from their perspective only.
When an objective third party enters the conversation, the ability to see the situation
from a different point of view may help quell the conflict.