Abstract

This presentation focuses on a diversity and social identity conflict management teaching case that is used in the MBA leadership course at the largest South African Business School. It discusses an ordinary workplace incident, in an Insurance Company owned by a sizeable South African Bank, which spiralled into racial conflict, due to the high levels of social identity tension in South African organisations. The furore erupted when one of the White male managers falsely accused the Black females of using all the milk and sugar for their breakfast, and complained to the senior financial manager. The senior financial manager found the situation very uncomfortable and decided to put a stop to eating breakfast at work. The Black females were furious as they did not use milk and sugar with their vetkoek (a salty doughnut), and they were not been consulted on the matter at all. As a self-protection mechanism, they withdrew entirely, not even taking tea in office hours and buying their own milk and sugar. This caused a split in the office along racial lines,in effect segregation was used as a coping strategy. Even though all the necessary formal equity policies and procedures were in place at the Insurance Company, and aligned to SA labour legislation, the organisational culture is not yet inclusive, since the policies are not internalised, but rather legislated. More over, leadership in the organisation generally did not ‘walk the talk’, and did not take responsibility and accountability, especially with regards to the implementation of affirmative action and employment equity. Furthermore, the human resources department was not pro-active, and there was a strong perception that they supported management instead of the staff. This case illustrates that South African managers do not yet know how to deal effectively with social identity conflict in the workplace. It discussed solutions to the diversity management issues in the workplace.