Now That You Have Watched The Ted Talks Posted In Module 7

Now That You Have Watched The Ted Talks Posted In Module 7 Please Sha

Now that you have watched the TED talks posted in Module 7, please share your reflections on the following questions by Friday. Read the comments of your peers in your small group and please respond to two by the following Tuesday for full credit. This is worth 5 points. 1. What is your ideal workplace? Describe how it will feel to work there. 2. What assumptions do we make about each other and on what basis? How do those assumptions get in the way of us being in "right" (healthy) relationships with others? 3. How might our biases contribute to workplace culture? What have you learned in your other classes (management, psychology, other humanities) that connects to this question about workplace culture? 4. Do you think our biases and assumptions impact our legal responsibilities? How? Links to videos:

Paper For Above instruction

The module 7 assignment prompts students to reflect on the TED talks they have watched, focusing on key themes such as workplace culture, biases, assumptions, and their implications for interpersonal relationships and legal responsibilities. The assignment encourages students to articulate personal insights about their ideal work environment, explore how preconceived notions influence interactions, and consider the broader societal and legal repercussions of biases. This exercise aims to foster critical thinking about diversity, equity, and inclusion within professional settings, integrating interdisciplinary knowledge from management, psychology, and humanities.

In envisioning an ideal workplace, I imagine an environment characterized by inclusivity, respect, and collaboration. Such a workplace would foster a sense of safety and belonging, where employees feel valued for their unique contributions. The atmosphere would be open, encouraging honest communication and continuous learning. Psychologically, it would promote well-being and resilience, recognizing that emotional health directly impacts productivity and innovation. The physical space would support flexibility, with opportunities for remote work, social interaction, and personal development. Overall, it would be a space where individuals are motivated, engaged, and empowered to thrive rather than merely survive.

Assumptions about others are often rooted in stereotypes, cultural backgrounds, and implicit biases. For example, we might assume competence based on gender, ethnicity, or age, or hold preconceived notions about work ethic and cultural norms. These assumptions frequently operate unconsciously, influencing our expectations and interactions. They can hinder healthy relationships by creating misunderstandings, fostering mistrust, or perpetuating exclusion. When assumptions go unexamined, they can lead to discriminatory practices, marginalization, and conflicts that impede team cohesion and organizational effectiveness. Recognizing and challenging these assumptions is essential to fostering authentic, respectful relationships in any setting.

Our biases significantly shape workplace culture by influencing policies, decision-making, and everyday interactions. For instance, bias in hiring practices can affect diversity, while biases in performance evaluations can perpetuate inequalities. An inclusive culture thrives when biases are acknowledged and addressed through conscious efforts such as diversity training, policy reforms, and leadership accountability. From management studies, I have learned that organizational culture is a reflection of collective attitudes and beliefs, which are often subtly influenced by societal stereotypes. Psychological research highlights that bias reduction requires ongoing self-awareness, critical reflection, and structural change—elements vital to cultivating equitable environments.

Furthermore, biases and assumptions extend their influence into legal responsibilities, affecting how organizations interpret laws related to discrimination, harassment, and equal opportunity. Legal frameworks mandate fairness and nondiscrimination; however, implicit biases can lead to unintentional violations or injustices. For example, a bias against a particular group may influence hiring or disciplinary decisions, potentially resulting in legal repercussions. Recognizing one's biases is crucial for compliance and ethical conduct. Training programs that enhance cultural competence and legal literacy help employees and leaders understand their legal obligations and reduce the risk of discriminatory actions. In this way, addressing biases not only promotes a healthy workplace culture but also ensures adherence to legal standards.

References

• Dovidio, J. F., & Gaertner, S. L. (2004). Aversive racism. Advances in Experimental Social Psychology, 36, 1-51.
• Kahneman, D. (2011). Thinking, fast and slow. Farrar, Straus and Giroux.
• Mor Barak, M. E. (2016). Managing Diversity: Toward a Globally Inclusive Workplace. Sage Publications.
• Plous, S. (1993). The psychology of prejudice: An overview. Journal of Social Issues, 49(4), 1-17.
• Roberson, Q. M. (2006). Disentangling the meanings of diversity and inclusion in organizations. Group & Organization Management, 31(2), 212-236.
• Sabater, J. (2018). The impact of unconscious bias on workplace productivity. Harvard Business Review.
• Sutton, R. I. (2007). The no asshole rule: Building a civilized workplace and surviving one that isn't. Business Plus.
• Uhlmann, E. L., & Cohen, G. L. (2007). 'I think it, therefore it’s true': Effects of mental accessibility on judgments of bias. Journal of Experimental Social Psychology, 43(2), 237-244.
• Robinson, G., & Dechant, K. (1997). Building a business case for diversity. Academy of Management Perspectives, 11(3), 21-31.
• Thomas, D. A., & Ely, R. J. (1996). Making differences matter: A new paradigm for managing diversity. Harvard Business Review, 74(5), 79-90.