MGT 620 Questions to Consider for the Expat Case: Analysis: 1. What sorts of assumptions does Evans make about himself, about Akinobe, about the last meeting they are having? What assumptions do you think Akinobe makes about the nature of this meeting, and about his relationship with Evans (prior to the meeting)? How do these assumptions affect their perceptions? Their feelings? 2. Why do you think it is so important to Evans that he make a “break through” to Akinobe? What does he hope to achieve? What does he hope to hear? 3. How well or poorly do you feel Evans gave feedback to Akinobe? 4. Why does Akinobe react to the meeting the way he does the next day? What does this tell us about him and his assumptions, perceptions? Recommendations: 1. Obviously, at the end of the case when Akinobe resigns, it creates a delicate situation for the organization. Discuss what you feel the various options are – who should be involved with each – the specifics of each option – and the potential negative/positives associated with each (for example, what if the option does not work; then, what?) 2. Now that you have explored various action steps, what do you recommend and why? How will you handle any potential negatives that may arise (or another way to think of this is, what will you do if your action strategy doesn’t work?) Analysis 1: Evans views himself as a savior of sorts. He prefers to work for “third world countries” because he thinks he is naturally just better at relating to regional and national workers. He seems to have a view of people in these “third world countries” as not up to his level but with his help they might be able to get close. These assumptions are further amplified when he is made to “groom” Akinobe within his first meeting. Because that is Evans’ first introduction to Akinobe, it shapes a lot of the assumptions Evans then makes. His initial profile of being one of the brightest nationals and his family’s economic and politic influence creates an image that Akinobe really had no part in creating. Akinobe’s racial consciousness and nationalism are viewed as premier issues that Hutchins mentioned to Evans. Another major assumption Evans makes is that Akinobe’s attitude and changes in that attitude were based on the nationality and skin color of the people he was talking to. He feels that Akinobe is repressing a lot of his emotions, specifically around racial consciousness, Akinobe starts the meeting off very tense and quiet as if he expected the meeting to go poorly. I would guess he thought the meeting would be similar to the previous meeting he had discussed last year. I think he also views Jason with regard and respect. Akinobe is open to hearing what Evans has to say and truly appears to want to do better and live up to the recommendation for promotion. These assumptions compound into some mismatched perceptions. Because of how Evans views the situation, he sees himself as being the good guy and helping Akinobe prepare for the situation of replacing Evans in this leadership role. Akinobe on the other hand is somewhat surprised by the harping on something that he had already apologized for. At the end of the meeting Akinobe did not really show much of how he felt but we know that he felt slighted and disrespected. Evans felt as though he had missed his breakthrough moment, but the meeting overall went well. Analysis 2: I think Evans needs to break through to Akinobe to reassure himself that he does have that “innate knack” for understanding regional and national workers. Since it ultimately was his job to “groom” Akinobe, Evans wants to be sure that he has full done so before leaving the company. It felt as though Evans wanted to hear Akinobe admit that he was being reserved towards expats and that he was in the wrong. Evans wanted Akinobe to apologize for his actions and not apologize for “creating an impression.” If Evans is able to break through to Akinobe, it would tie up a loose end for him. He’s had success with all other nationalities except for this one so it gives a sense of needing it to complete his check list. Analysis 3: I think Evans’ initial feedback plan was actually very well thought out and thorough. Releasing the tension in the air and allowing for Akinobe to relax a bit before diving into the feedback is a great way to handle a visibly tense employee. The plus minus technique can be effective as well. Allowing your employees to hear positives and negative feedback at various points in time helps reinforce positive behaviors and clear out bad ones. Where Evans’ went wrong was having this underlying agenda. Despite how the meeting was meant to be about work, it ended up being Evans trying to get that final approval and breakthrough with Akinobe. When Evans didn’t get what he wanted out of Akinobe he momentarily try to leave it at that and started prying to get akinobe to acknowledge the racial prejudice that Evans believed was buried under the surface. This led to Evans going on about how his ancestors were just naturally brought up with this understanding of economic progress and Akinobe’s were not. Evans tried to frame this as a backhanded compliment, giving praise to Akinobe’s people’s accomplishments but ultimately ended up not getting any of his point across at all. Analysis 4: Akinobe reacts very extremely to this interaction, but not right away. He takes time to reflect on what is said. I think he reacts this way because of the culmination of what has been going on at GDP. Despite having the conversation and telling his superior that there is no racial intention and mentioning that other expats have felt similarly to Akinobe, he continues to be singled out for this belief that his nationalism is a problem. When Evans is talking about the differences in nationals and expats, I think it ultimately ruins the communication he and Akinobe are having. I think Akinobe’s reaction shows us exactly how nationalist he is. He mentions a lot about culture, values, and the greater culture. It does seem as though some of this was indeed underlying and Akinobe had been thinking that some of the members at GDP were viewing him differently and that may be what led to his appearing to be reserved. This interaction has tainted his view of the entire company because of how Evans talked about the gap between expats who will be filling leadership roles and nationals. Recommendations 1: Option 1: Let it go Evans and his superiors could meet to transfer some responsibility on current projects and responsibilities while they determine who will be best to take over the role Akinobe was slated for. This would obviously be helpful in finding a replacement quickly and trying to keep relevant projects on the move. However, it does not address the actual root of the problem. This not working could lead to even more turnover, more confusion, and a huge project load. Option 2: Create a task force A team of GDP employees representing expats, nationals, and fully diverse should meet to discuss workplace policies and how prejudice and assumptions in the workplace can be handled. This can help educate the entire staff while also getting perspectives from everyone and not pigeon-holing or basing the plans on thoughts and rumors. This should also help make sure that things are getting done and the company is moving in the right direction. If this does not work, it could end up looking like more of the PR and propaganda without results that Akinobe details in his resignation. Option 3: Fire/Demote Evans This is an extreme option, but an option, nonetheless. Evans could be reprimanded by not allowing him to move up the ladder or taking him out of the picture all together. This does not really accomplish much in the realm of dealing with the problems, but it may lead to some of the nationals seeing that the company does not take these things lightly. It would also allow for Akinobe’s work to be handled while the company searches for a new North American Operations Manager. Option 4: Talk to employees A lot of what was discussed in this case was based only on the testimony of two employees. This is a massive corporation with as many nuances as employees. Hearing what employees have to say about culture and other workplace values can help lead the change towards a more truly satisfied workforce and an overall improved culture. If this were not to work, you would have many employees wondering what the point of asking for input was if not to enact it. Additionally, employee rumors could brew in this environment. Recommendation 2: I think my approach to this situation would be a combination of option 2 and 4. I think building a task force to address these issues is key to making sure that objectives are both created and achieved. Having a large spread team covering the changes will help employees implement it smoother. And having employee input would help their voices be heard by the rest of upper management. Involving nationals in this conversation will help ensure that we stay ahead of any potential fallout due to Akinobe’s departure. Regarding this options potential downfalls, I think the task force itself has a lot of builtin checks and balances. Having frequent team meetings and goal setting will help us lock in on what is working and what is not and adjust accordingly. For example, if we realize that our current hiring process does not favor all candidates equally, we now know we can focus in on that to adjust and make sure we are doing our due diligence. I also think if the task force of current team members is struggling to work it may be necessary to bring in a new face to lead this change. Ideally a face that can challenge what has become the ‘norm’ for upper management at GDP.
