Title: Six Sources of Workplace Cultural Conflicts
Headings: Six Sources of Workplace Cultural Conflicts
Six Sources of Workplace Cultural Conflicts
By Claire Meyer
Puede leer este artículo en Español aquí.

Content: For example, 63 percent of in-group employees surveyed said that if they report something, they are confident management will take the complaint seriously. Only 40 percent of out-group employees said the same. These groups also color how an employee’s actions are perceived by their peers and coworkers. For example, when shown a video scene of harassing behavior, employees were less likely to classify the behavior as misconduct when the perpetrator is a person in power or a member of a perceived in-group, Yancey says. Members of more marginalized out-groups were met with less empathy and compassion. “This research proved out that certain demographics really do have second-class experience,” Yancey says. While the separate treatment does not reach the level of a legally actionable different experience in the workplace, it’s very subtle—and it adds up—she notes. Power dynamics. The use of hierarchical power by managers can range from coercion to influence to empowerment. “ The reason power dynamics are so important in understanding the health of workplace culture—where a manager has discretion over the daily activities, career progress, and livelihood of other employees—is that the consequences of employees’ speaking up in an unhealthy situation can be so, well…consequential,” the Emtrain report said.