Ethical codes can either promote or derail effective diversity management. A number of cultural forces (family, friends, community, education, religion and media) determine ethical behavior. These influences, acting interdependently with organizational and political forces, serve to help identify and shape behavior in organizations.

Click here for the Four Dimensions of Diversity, for a video on the need to prevent against discrimination, and the potential for workplace harassment, how would you approach the following scenarios?

Scenario #1: A work group you supervise completes a project, meeting a big deadline, and you invite everyone to a celebration after work on Friday. People are delighted - except Philip, who is an Orthodox Jew. Rather than say anything about Friday night being his Sabbath, Philip just doesnt show up. You had assumed Friday evening is a time for going out and most everyone could likely attend. Philip assumed that you either wouldn't understand his religious observance, or even worse, don't care. The team dismisses Philip as a snob. When Philip doesn't attend, how do you follow up with both Phillip and the team?

Scenario #2: Martin comes to you regarding progress on a project you are managing. Both he and Donna are regularly logging overtime in order to meet the contract deadline, but Jessa (a younger member of the team) leaves promptly at 4:30 pm each day. Donna has spoken with Jessa and hinted the extra money at the end of the week was a nice bonus and how she is looking forward to bringing the project in on time. Jessa commented that life is about more than work and recalled when the initial deadline was set - management knew it was unrealistic, but ambitious. Jenna's remarks have left both Donna and Martin frustrated. How do you proceed?

Scenario #3: After communicating intentional efforts to include more people of color in your company's workforce, a departmental leader shares she has overheard rumblings not showing much support for these efforts. Some employees have questioned the extra work required to include people of minority and other under-represented groups in its workforce. Others have expressed the belief that this may be a type of reverse discrimination against qualified candidates from the majority population, and that it will result in less qualified people as part of its workforce? How can you address such reactions and attitudes?

Scenario #4: Your company has recently contracted with a third-party to support an increased investment in professional development and skills training. One of the programs the contractor offers, which was particularly appealing in the decision-making process, focuses on developing female leadership. Your company has historically had few women in upper management positions and your shifting customer base values greater equity. An unfavorable (and not suitable for work) nickname for the program quickly gained momentum within your workforce. Several women participating in the program have even adopted the nickname and use it freely. How do you address the situation?