Debbie Coleman Questions: Why Was This Difficult ✓ Solved

Debbie Colemandebi Coleman Questions1why Was This A Difficult Situatio

Debbie Coleman Debi Coleman Questions 1 Why was this a difficult situation for Coleman? 2 What was Coleman’s view of the distribution conflict? 3 What should she have done differently? 4-Does this case change your perception of Donna Dubinsky? PRINTED BY: MUHITTIN ER < [email protected] >.

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Introduction

The professional challenges faced by Debbie Coleman provide a compelling case study on ethical decision-making and corporate conflict resolution. This paper analyzes why this situation was particularly difficult for Coleman, explores her perception of the distribution conflict, discusses what alternative actions she could have taken, and considers how this scenario influences perceptions of Donna Dubinsky's leadership. Understanding these dynamics is essential for developing ethical frameworks in corporate settings and for improving leadership responses during conflicts.

Why was this a difficult situation for Coleman?

Debbie Coleman's predicament was fraught with complexity due to multiple intersecting factors. At the core, her difficulty stemmed from conflicting loyalties between her role within the organization and her personal views on fairness and justice. As a manager, Coleman was faced with a situation involving resource distribution, which inherently involved competing interests—those of her team, higher management, and the organizational objectives. The pressure to conform to higher directives while maintaining her integrity created a moral and professional dilemma. Additionally, the visibility of the conflict and potential repercussions, such as damage to professional relationships or reputation, intensified her dilemma (Trevino & Nelson, 2017). The fear of repercussions and the anxiety over making the 'right' decision in a high-stakes environment contributed significantly to the perceived difficulty of the situation.

Coleman’s view of the distribution conflict

Initially, Coleman viewed the distribution conflict as a systemic issue intertwined with organizational priorities and leadership directives. She perceived the conflict as a reflection of broader issues such as resource allocation fairness or strategic misalignment within the corporate hierarchy. Her perspective was likely shaped by her understanding of organizational rules and her desire to act ethically while also fulfilling her duties. According to her account, she saw the conflict as indicative of deeper conflicts between managerial expectations and team needs (Gini, 2018). Coleman may have felt caught between her obligation to adhere to company policies and her sense of moral responsibility to her team, leading to internal tensions and uncertainty about the appropriate course of action.

What should she have done differently?

In retrospect, Coleman could have approached the conflict with more proactive strategies rooted in ethical decision-making frameworks. Firstly, she should have sought clarification and dialogue with higher management about the conflicting directives, advocating for transparency and fairness. This could involve assembling a clear case illustrating potential impacts of the distribution conflict on team morale and organizational goals, thereby persuading leadership to reconsider their stance (Brown & Treviño, 2006). Additionally, Coleman could have engaged her team in open discussions, fostering transparency and collective problem-solving. If the conflict persisted despite these efforts, escalating the issue to an ethics committee or external advisory body might have been appropriate to ensure accountability. Overall, adopting a principled approach centered on integrity, transparency, and stakeholder engagement would have mitigated her internal professional conflict and possibly led to a more equitable resolution.

How does this case change your perception of Donna Dubinsky?

This case profoundly influences perceptions of Donna Dubinsky, especially regarding leadership ethics and decision-making during conflicts. If Dubinsky's approach involved ignoring or dismissing ethical concerns, it could suggest a leadership style that prioritizes organizational goals over ethical considerations, potentially fostering a culture of silence or complicity. Conversely, if her actions reflected strategic reasoning, it illuminates the complex realities leaders face in balancing organizational objectives with ethical responsibilities. The case emphasizes that leadership is not merely about decision-making but also about how conflicts are managed and how ethical principles are upheld (Ciulla, 2004). Understanding Dubinsky's role in this scenario can enhance appreciation for the importance of ethical leadership and the need for clear organizational values that prioritize integrity and morale.

Conclusion

In sum, Debbie Coleman's difficulty arose from competing loyalties, uncertain organizational priorities, and ethical dilemmas. Her perception of the conflict was shaped by a desire for fairness and transparency, which unfortunately conflicted with organizational directives. By adopting more assertive advocacy, transparent communication, and ethical escalation, she might have navigated the challenge more effectively. The case also prompts a reevaluation of Donna Dubinsky's leadership style, emphasizing the importance of ethical integrity in resolving internal conflicts. Lessons from this scenario underscore the necessity for ethical clarity, open dialogue, and principled leadership in organizational settings to foster trust and morale among employees.

References

• Brown, M. E., & Treviño, L. K. (2006). Ethical leadership: A review and future directions. The Leadership Quarterly, 17(6), 595-616.
• Ciulla, J. B. (2004). Ethics and leadership effectiveness. In J. Antonakis, A. T. Jacobson, & D. J. Connelly (Eds.), Transformational and ethical leadership: A cross-cultural perspective (pp. 83-98). Lawrence Erlbaum Associates.
• Gini, A. (2018). Business ethics: A stakeholder and issues management approach. Cengage Learning.
• Trevino, L. K., & Nelson, K. A. (2017). Managing business ethics: Straight talk about how to do it right. John Wiley & Sons.
• Additional references would include relevant case studies, leadership theory texts, and ethical frameworks applicable to organizational conflict resolution.