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    Course Introduction
    Course Syllabus
    Unit 1: Functional versus Dysfunctional Conflict
    1.1: Functional Conflict and its Role in Innovation
    Understanding Conflict
    What is Good about Conflict?
    Leadership, Conflict, and Conflict Management
    1.2: Reasons for Dysfunctional Workplace Conflict
    Four Ways to Deal with Workplace Conflict
    1.3: Misunderstandings or Disagreements from Organizational Structure
    Organizational Structure and Change
    1.4: Resource Scarcity
    Defining Economics
    1.5: Misunderstandings or Disagreement from Task Interdependence
    Teamwork Effectiveness
    Why Teamwork Works
    Effective Teamwork and Collaboration
    Active Listening and Dealing with Resistance to Change
    1.6: Conflicting Personality Types
    Personality Types
    1.7: Negative Stereotypes and Cultural Biases
    Defining Stereotypes
    Prejudice, Discrimination, and Stereotyping
    1.8: Gender-Based Stereotypes
    Gender-Based Descrimination
    Sexual Harassment
    1.9: Age-Based Stereotypes
    Age-Based Discrimination
    1.10: Culture-based Biases and Stereotypes
    Culture-based Discrimination
    1.11: Avoiding Biases and Stereotypes
    Building Culturally-Competent Organizations
    1.12: The Effects of Dysfunctional Conflict on Work Products
    Organizational Conflict: A Review of the Literature
    The Leader's Role in Coaching Employees through Conflict
    Unit 2: Best Practices for Conflict Resolution
    2.1: Five Styles of Handling Conflict
    The Thomas-Kilmann Conflict Mode Instrument
    Finding Opportunities in Conflict
    2.2: Methods of Conflict Resolution
    Alternative Dispute Resolution
    2.3 Negotiation
    A Problem-Solving Approach to Conflict Resolution
    Conflict Resolution
    The Nature of Unions
    Collective Bargaining
    2.4: Mediation
    Facts About Mediation
    2.5: Arbitration
    Arbitration
    Analysis of the Arguments about Arbitration in the Supreme Court
    2.6: Litigation
    When to Bring a Lawsuit
    Trial Procedure
    2.7: Understanding Each Party
    Resolving Conflict
    2.8: Working toward a Common Goal
    Ensuring Teams Work Effectively
    2.9: Barriers to Reaching a Common Goal
    2.9: Planning to Reach a Common Goal
    Project Completion
    2.10: Grievance Procedures
    Five Reasons to Tell the Hard Truth to Underperformers
    How to Have a Performance Conversation
    Progressive Discipline and Termination Processes
    Unit 3: Legal Issues
    3.1: Laws to Protect Workers
    Federal Employment Discrimination Laws
    3.2: Hostile Work Environments
    Legal Rights for Union Members
    3.3: Fear of Retaliation
    The Role of Whistleblowers in Protecting the Safety and Integrity of the Food Supply
    3.4: Not Meeting Expectations
    A Sample Case of Workplace Hostility
    3.5: The Equal Employment Opportunity Commission (EEOC)
    Laws, Regulations, and Assessment
    Unit 4: Conflict Resolution Procedures
    4.1: Managing Conflict Resolution
    True Collaboration Embraces Conflict
    A Primer on Conflict Resolution
    4.2: Example Policies and Procedures
    Grievance Procedures
    Whistleblower and Anti-Retaliation Policies
    Disciplinary Policies
    Managing Employee Complaints
    Preventing Workplace Violence
    Course Feedback Survey
    Course Feedback Survey
    Certificate Final Exam
    PRDV230: Certificate Final Exam
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  • Communication
  • English
  • Philosophy
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  • Computer Science
  • English as a Second Language
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  • Business and Communication
  • College Success
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  • General Knowledge for Teachers
  • Writing and Soft Skills
Science and Math
  • Biology
  • Chemistry
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  • Economics
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  • History
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  1. PRDV230: Create a Workplace Conflict Resolution Policy
  2. Unit 1: Functional versus Dysfunctional Conflict
  3. 1.10: Culture-based Biases and Stereotypes
  4. Culture-based Discrimination

Culture-based Discrimination

Completion requirements

Read this guidebook that a state health department in Australia wrote to prevent their health professionals from making incorrect assumptions or decisions regarding their patients and coworkers.

As the manual states:

"Before you can begin to have insight into diverse communities, individuals and groups, you need to understand and know your own culture and identity, whether this is your personal ethnic, spiritual or cultural heritage or your professional or organizational affiliations. Evidence has shown that our attitudes, whether we are conscious of them or not, have a direct and significant impact on the people around us.

It is impossible to know all the different rules that might exist across different cultural groups. However, it is possible to approach your work with the understanding that different and complex cultural conventions exist, and to seek out these conventions in order to both improve understanding, to adapt to whatever cultural codes you encounter, and to avoid incorrectly attributing negative characteristics onto a particular group or person."

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Saylor Academy © 2010-2025 except as otherwise noted. Excluding course final exams, content authored by Saylor Academy is available under a Creative Commons Attribution 3.0 Unported license. Third-party materials are the copyright of their respective owners and shared under various licenses. See detailed licensing information. Saylor Academy®, Saylor.org®, and Harnessing Technology to Make Education Free® are trade names of the Constitution Foundation, a 501(c)(3) organization through which our educational activities are conducted.