For the last 20 years your workplace has experienced sporadic conflict. Despite management’s best efforts to deal with the conflict, it remains a problem and affects the performance and well-being of many employees. The solutions proposed by management only seem to help temporarily, after which the problems tend to recur. The labour unrest and conflict are mostly related to perceptions around employment discrimination, gender issues, gender inappropriate facilities, cultural differences, health issues, organisational and management structures, pay and fringe benefits as well as career development and promotion issues. It appears that the organisational climate is characterised by endless accusations and criticism from both inside and outside the organisation. The management team, who are older tend to be more conservative, have requested you, the I-O psychologist and HR manager, to urgently look for workable solutions that will bring long-term stability. The organisation with a diverse and multicultural workforce of 1000 employees, was established in the 1940s and now finds itself in the context of a new South Africa with its different realities and complexities, which include socio-economic and political challenges. Your initial response is that the situation requires greater collaboration between management and employees, between employees themselves as well as amongst the various organisational departments. However, upon further reflection, you realise that the current work situation and the organisation reflects a micro-cosmos of South Africa and that the situation may be more complex than your initial assessment.

Question

For the last 20 years your workplace has experienced sporadic conflict.  Despite management’s best efforts to deal with the conflict, it remains a problem and affects the performance and well-being of many employees.  The solutions proposed by management only seem to help temporarily, after which the problems tend to recur.  The labour unrest and conflict are mostly related to perceptions around employment discrimination, gender issues, gender inappropriate facilities, cultural differences, health issues, organisational and management structures, pay and fringe benefits as well as career development and promotion issues.  It appears that the organisational climate is characterised by endless accusations and criticism from both inside and outside the organisation.  The management team, who are older tend to be more conservative, have requested you, the I-O psychologist and HR manager, to urgently look for workable solutions that will bring long-term stability.  The organisation with a diverse and multicultural workforce of 1000 employees, was established in the 1940s and now finds itself in the context of a new South Africa with its different realities and complexities, which include socio-economic and political challenges.  Your initial response is that the situation requires greater collaboration between management and employees, between employees themselves as well as amongst the various organisational departments.  However, upon further reflection, you realise that the current work situation and the organisation reflects a micro-cosmos of South Africa and that the situation may be more complex than your initial assessment.
Case study excerpt from Bergh, Z (2017). Frameworks for thought and practice in I-O psychology. In Z. Bergh (Ed.), Introduction to work psychology (pp.44-87). Cape Town: Oxford.
Questions
1.	Explain how you would use multiple perspectives in addressing the problems the organisation is experiencing in the case study by referring specifically to meta-psychology and post-modernism. 												(4)
 
2.	Identify the different thinking frameworks related to employee and organisational management that play a role in this case study and provide examples from the case study to substantiate your answer.												(6)

GPT-4o mini · Answer

### 1. Use of Multiple Perspectives: Meta-Psychology and Post-Modernism **Meta-Psychology:** Meta-psychology explores the ways in which psychological theories and practices can be understood at a deeper level, examining the underlying assumptions that shape psychological constructs. In this case, I would analyze the recurring conflicts through a meta-psychological perspective by identifying the deep-seated beliefs and biases present within the organizational culture. For instance, enduring perceptions of employment discrimination and gender issues may stem from unconscious biases or historical contexts that shape employees' attitudes and perceptions towards one another. By facilitating dialogues that encourage individuals to share their beliefs, experiences, and cultural backgrounds, we can unearth these underlying causes, leading to more effective and comprehensive conflict-resolution strategies. **Post-Modernism:** Post-modernism, characterized by its skepticism of grand narratives and emphasis on the relativism of truth, can be applied to the organization's context to highlight the multiple, often conflicting perspectives that exist within it. Instead of seeking a singular solution to the organizational conflict, this approach embraces the diversity of experiences and viewpoints that employees bring to the table. By incorporating methods such as narrative storytelling, we can allow employees to express their unique perspectives on issues like pay inequalities and career development. This acknowledgment of diverse truths helps build a more inclusive workplace, fostering empathy and understanding among employees and management, ultimately contributing to long-term stability. ### 2. Thinking Frameworks Related to Employee and Organisational Management Several thinking frameworks play a role in addressing the conflicts in this case study: **a. Systemic Thinking:** Systemic thinking involves understanding the organization as a complex system where interrelations and patterns influence behaviors and outcomes. In this case study, the realization that conflicts are recurring suggests that they may be symptoms of deeper systemic issues, such as management structures and cultural dynamics. For example, resistance from an older, conservative management team may hinder the organization's ability to adapt to new realities, thus perpetuating conflict. **b. Cultural Competence Framework:** Given the diverse and multicultural workforce, this framework emphasizes understanding and navigating cultural differences. The case identifies cultural differences as a significant source of conflict. Implementing training programs that promote cultural awareness and sensitivity can help employees and management alike appreciate diverse perspectives, improving collaboration and conflict resolution. **c. Change Management Framework:** Change management is crucial when implementing new policies or addressing cultural shifts. The organization's long history means that change may not be welcomed easily. For instance, proposed modifications to facilities to accommodate gender inclusivity must be managed carefully to ensure buy-in from all stakeholders. In this case, engaging employees during the change process can mitigate resistance and align their perspectives with the organization’s goals. **d. Human Resource Development Framework:** This framework emphasizes career development and promotion opportunities for all employees. The case mentions issues regarding career advancement and pay discrepancies. A structured approach to talent management, including mentorship programs and transparent promotion criteria, could alleviate some of these tensions and foster a sense of fairness within the organization. In summary, employing multiple perspectives from meta-psychology and post-modernism alongside a range of thinking frameworks such as systemic thinking, cultural competence, change management, and HR development will allow for a comprehensive approach to resolving the complex conflicts faced by the organization.