A new lady architect. Seema, trained at Manchester School of Architecture, UK joined as Senior Architect in your division. During the briefing about the project, Seema made some suggestions which would not only add value to the project but would also reduce completion time. This has made the Chief Architect insecure and he is constantly worried that all the credit will go to her. Subsequently, he adopted a passive and aggressive behaviour towards her and has become disrespectful to her. Seema felt it embarrassing as the Chief Architect left no chance of humiliating her. He would very often correct her in front of other colleagues and raise his voice while speaking to her. This continuous harassment has resulted in her losing confidence and self-esteem. She felt perpetually tensed, anxious and stressed. She appeared to be in awe of him since he has had a long tenure in the office and has vast experience in the area of her work.
You are aware of her outstanding academic credentials and career record in her previous organisations. However, you fear that this harassment may result in compromising her much-needed contribution to this important project and may adversely impact her emotional well-being. You have also come to know from her peers that she is contemplating tendering her resignation.
(a) What are the ethical issues involved in the above case?
(b) What are the options available to you in order to complete the project as well as to retain Seema in the organization?
(c) What would be your response to Seema’s predicament? What measures would you institute to prevent such occurrences from happening in your organization?
(Answer in 250 words)20
Introduction
The above situation highlights the issue of interpersonal conflicts and personal interest overtaking the goals and objectives of the organisation.
- a) Ethical issues involved:
- Seema, Senior Architect:
- Inter-personal issues at work vs. Passion for work
- Individual mental health vs Excellence in career
- I as the Additional Director General:
- Conflict among team members vs. Output of the project/department
- Addressing harassment issues without affecting performance
- Chief Architect:
- Self-interest vs. professional interest
- Reward vs Performance
- Attitudinal concerns with the Chief architect – Reward seeking, Insecurity, Ill-treatment of women
- b) Options available to complete the project and retain Seema:
- Taking departmental action against the Chief Architect for his attitude and harassing behaviour and allowing Seema to work and complete the project
- Reassuring Seema of protection against harassment and retaining her. Meanwhile talking with the Chief Architect and warning him to correct his behaviour and continue to contribute to the project, by assuring him of due recognition for his work to remove his insecurities.
- Arrange for a mediation with both Seema and the Chief Architect to stay committed to the organisation and uphold the goals of the project and the organisation, and work in a cooperative way balancing the personal and professional interests of all.
- Given the objective to complete the project as well as to retain Seema to make use of her professional excellence, I will choose Option 3 to balance the interests of the organisation and the well-being of the persons involved.
- c) Response to Seema’s predicament:
- I will reassure Seema to take action to address the harassing behaviour of the Chief Architect and persuade her to stay in the work.
- Will advise Seema to go for personal psychological counselling for dealing with stress, the impact of harassment and other emotional issues.
- Offer her the structural support from the organisation to stay in her position and perform efficiently without any intimidation.
- Measures to prevent:
- Strict enforcement of laws preventing harassment at the workplace in the organisation such as the PoSH Act, 2013.
- Sensitising the personnel of the organisation through workshops and periodic meetings for a colleague-friendly attitude and work ethic.
- Instate an internal mechanism to report instances of beaches and harassment.
Conclusion
Addressing inter-personal issues at work and ensuring the emotional well-being of the personnel are inevitable to the efficiency and productivity of the organisation. The case also conveys that reward mechanisms are as equally important as monetary benefits for personnel to give their best contributions.
