Camrio Consultants conducted a meeting to make a decision about continuing a business contract with a client. The manager presided over the meeting and gave reasons why the company should continue to be associated with that client. Ron, a senior employee, had a different opinion about the matter. However, he did not voice it because he was afraid of being perceived as annoying. Later, Ron discussed his concerns with his colleagues and realized that they had the same opinion that he had, but they did not speak up for the same reason, their fear of being judged. What is most likely to be a reason for this fear?

Question

Rishi Fitzgerald

Business

31 August, 20:56

Camrio Consultants conducted a meeting to make a decision about continuing a business contract with a client. The manager presided over the meeting and gave reasons why the company should continue to be associated with that client. Ron, a senior employee, had a different opinion about the matter. However, he did not voice it because he was afraid of being perceived as annoying. Later, Ron discussed his concerns with his colleagues and realized that they had the same opinion that he had, but they did not speak up for the same reason, their fear of being judged. What is most likely to be a reason for this fear?

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Answers (1)

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Blayne · Answer 1

A learning and effectiveness paradigm is not in place

Explanation:

Managers are more likely to employ people of like manners that will always follow the dame line of thought with them, an act that is not seen as a good practice as diversity of human resources can always bring out the best practice.

One of the tools of managing diversity towards achieving plurality in organisation is a learning and effectiveness paradigm.

It is a tool used in integrating diverse personality, beliefs and attitudes in an organization.