Read the article and write a one page response I'm reference to what you just read.

#MeToo-Just Do It! fostering conflict and a culture many describe as dis- criminatory and abusive to women. Business events that move to strip clubs, e-mails in your own inbox about parts of your body, lewd and vulgar comments, and more commonly but similarly troubling-unfair pay and promotion practices. These are a subset of complaints revealed in a survey conducted by female employees at Nike. The find- ings illustrated systematic sexual harassment and discrimination. Supporting these claims are a long history of com- plaints to HR and leaders within the company about inappropriate behavior by a number of male leaders. Women comprise nearly 50% of the company's work- force, but occupy only 38% of management level and 29% of vice president positions. 109 Female employees shared these results with CEO Mark Parker in an effort not only to improve the situa- tion for women at Nike, but also to improve Nike. Their efforts provide yet another example of how employees are organizing and wielding power and influence to change leadership, culture, and practices at their employers. 110 THE COSTS In addition to damaging the careers of the terminated executives, widespread misconduct exposes the com- pany to tremendous legal liability, reputational dam- age, investor pressure, and the alienation of women both inside and outside the company. Expanding product offerings for female customers is a major com- ponent of the company's strategy. Particularly trouble- some for the remaining leaders is the likelihood of a class action lawsuit, in which more than 500 employ- ees will seek compensation from Nike for sexual harassment, pay discrimination, and unfair promotion practices. 112 HOW DID THIS HAPPEN? The allegations and evidence are wide-ranging, but many attribute misconduct not only to the perpetra- tors, but also to their superiors who have tolerated or looked the other way. For instance, numerous impli- cated executives are linked to former company pres- ident Trevor Edwards. His charismatic personality and stellar performance had taken him to the heights of the organization, and many believed he was next in line for the CEO job. But many senior leaders who ascended the ranks were largely male and consid- ered a part of an elite group-F.O.T., or Friends of Trevor.111 Although Nike claims the behaviors were the actions of an insulated few, and has since fired at least 11 executives as a result, the fact remains that many individuals in power destroyed relationships and undermined the careers of others. Complicit were HR policies, practice, and people who failed to sufficiently act on and provide consequences for inappropriate behavior. These detrimental actions eroded performance, trust, and a sense of justice, along with REACTIONS CEO Parker and the remaining senior leadership team have responded in several ways. Parker directly and publicly acknowledged the problems and apologized to employees in a town hall meeting, established a complaint hotline, set up unconscious bias training, required specific training for managers, appointed Nike's first chief diversity and inclusion officer, revamped its pay structure and provided raises for approximately 7500 employees, or 10% of its global workforce. Nike also has adopted a gender-blind resume review process, and is tying bonuses more prominently to overall company performance.113 Part of Parker's apology included, "I apologize to the people on her team who were excluded, and I apologize if some of those same people felt they had no one to turn to ... I want everyone at Nike to know their voices do matter and your bravery is making us better."114 But even after all of the company's correc- tive actions, Parker and others feel the work is far from finished. Assume you are CEO Parker and you want to: (1) make amends with the important stakeholders involved, and (2) put Nike on a positive track for the future. Drawing on what you learned in this chapter what else would you do