After a recent argument (let's say heated debate or irreconcilable differences) at the AngryDude Packing Co., mandatory cross-cultural and diversity training has been deemed necessary. AngryDude Packing Co. have decided that they should not handle the matter internally and will be seeking the assistance of a firm specializing in de-escalating workplace tension. All old and new employees will be required to take an instructor-led, six-week long in-person course designed to help them construct holistic and wholesome ideas about working with other people. The course itself was designed by the external consultant who worked with subject matter experts (SMEs) to determine what the best course of action could be. It contained some great reference material and placed learners in interactive scenarios through which they were made to cooperate and collaborate with colleagues to solve a distinct problem. Not only did the training program engage learners in reflecting on their past experiences with people from other backgrounds, it pinpointed discussions on how having a diverse workforce was one of the major mission of AngryDude. The executives who brought in the consultant and who were the primary SMEs were satisfied with the overall results. They saw improvements in worker morale and the arguments de- escalated. Lunchroom chatter was far more varied and jovial. Though they were able to see all these improvements, AngryDude questioned the overall longevity (long-term effects) of the training program. Will the workplace return to normal after a while? Will the concepts be forgotten? How would we bring new hires into the fold? Answer the following questions: 1. What were some strengths of the training program designed developed and delivered by the external consultant? (3 points) 2. How would you improve the training program? (3 points) 3. What would you propose to AngryDude Packing Co. to respond to their concerns regarding longevity? (4 points)