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Supplements the (C) case.

Consists of several vignettes and discussion points around issues of conflict in the workplace. Issues presented are differences of race, gender, nationality, culture, religion; access to power, training, advancement; tolerance of style of management, language, politics; implications of involvement in these issues.

Several members of a consulting firm work to develop ways to build and nurture a more diverse work environment while reflecting on personal experiences that help them to become leaders in issues of diversity.

Supplements the (A) case.

A group of Lotus employees propose extending all health care and other benefits to the spousal equivalents of lesbian and gay employees. The vice president of human resources considers the proposal during a reorganization and period of financial uncertainty.

Details Lotus's decision to extend benefits to spousal equivalents of lesbian and gay employees.

Kurt Landgraf, newly named CEO of Du Pont Merck Pharmaceutical Co., addresses complaints of discrimination from African-American scientists in R&D during significant downsizing and dramatic changes within the pharmaceutical industry.

Manville Corp.'s senior managers are surprised when Japanese government officials advise them not to go forward with their plan to add a cancer warning label to diatomaceous earth (DE) products sold in Japan. The International Agency for Research on Cancer has ruled that a component of DE is probably carcinogenic, and Manville has prepared to modify its labels and material safety data sheets and to mount a communications effort to inform customers of the cancer warning. Now, Manville's senior managers are being told that it is "culturally inappropriate" to proceed with this plan in Japan.

Manville Corp.'s senior managers must decide how to respond to a new scientific study suggesting that fiberglass, the source of 75% of the company's profits, may be another asbestos and must act under conditions of great uncertainty. In particular, when should a manager inform employees and customers about potential product risks, and how should hazard communications be handled to inform without inflaming?

Describes how Manville's managers responded when their main product, fiberglass, was classified by an international research agency as a possible human carcinogen.