Appendix 1. Microaggression Case Studies



Microaggressions PresentationEach team is required to give a presentation about a Microaggression CASE. See Appendix 1. Microaggression CASE Studies for specifics. Be sure to follow the?roles and times guideline listed below the roles.?To facilitate this process, the following roles are provided as a guideline to be utilized during the MA Presentation:Presentation Manager:? Needs to introduce the presentation and lead the team and class through their ~10 minute Microaggression (MA) presentation.? The presentation needs to be organized.? In general, the Presentation Manager is responsible for:Sharing the Microaggression CASE studyProviding your team’s high-level identification of the MA in your CASE. See Appendix 2. Common Microaggressions for examples. Note multiple MAs may be present in a CASE and you may want to choose more than one as the type of MA being represented in your CASE. Note, due to time constraints please try to focus on one MA so that your presentation is most meaningful.General organizing and keeping the presentation focused and relevant to the MA CASE. Presentations should be rehearsed and well-paced to keep audience’s attention. Remember, you only have 10 minutes to cover the topic.Ensure that all members of the team contribute to the presentation as well as the preparation for the presentation.Effect Manager: In many situations, MAs lead to team mis-communication or team dysfunction. It is the Effect Manager’s responsibility to point out ways in which the MA either caused or could potentially cause a problem within the team dynamic or working relationships. Role playing may help to make your point. Again, more than one MA may be present in your CASE. However, due to time constraints, please try to focus on one MA to make your presentation the most impactful. Solution Manager: The role of the Solution Manager is to provide the teams solution or manner for dealing with the MA. In addition, the Solution Manager should ask the class for alternative solutions.Q & A Manager: The role or Q & A Manager is to provide poignant/thought provoking questions related to the MA CASE. The intent is to increase awareness of the MA or how if left unchecked, the MA could escalate.Background Manager: The role of the Background Manager is to provide relevant information to bring home critical points as they relate to MA.Closing Manager: The role of the Closing Manager is to summarize the CASE and to bring the presentation to an end.The following schedule is offered as a guideline:RoleEst. Time (min)DescriptionPresentation Mgr.1 – 2Introduces the MA. Identifies at a high-level the MA. Responsible for leading team through presentation and staying focused and on time.Effect Mgr.1 – 2Presents the MA and its effect Solution Mgr.2 –3Shares team’s solution / manner for dealing with MA. Prompts for alternatives. Maybe consolidated with Q & A Mgr. role.Q & A Mgr.2 – 3Prompts audience with questions related to MA CASE. Maybe consolidated with Solution Mgr. role.Background Mgr.2 – 3 Provides relevant and poignant information relating to MA CASE. (OPTIONAL)Closing Mgr.1 - 2Summarizes the CASE and concepts presented.Fig 1.0 Summary of team member roles, times and responsible for Micro Aggression presentationGrading:Exceeds expectations:Demonstrates a thorough understanding of context, audience, and purpose that is responsive to the assigned task(s) and focuses all elements of the work. Uses appropriate, relevant, and compelling content to illustrate mastery of the subject, conveying the presenters understanding, and shaping the entire presentation. Demonstrates detailed attention to and successful execution of a wide range of conventions particular to a specific discipline and/or presentation skill(s) including organization, content, presentation, formatting, and stylistic choices. E.g. Uses tables and graphs to explain perspective.Demonstrates skillful use of high-quality, credible, relevant sources to develop ideas that are relevant and appropriate for the Micro Aggression.Uses graceful language that skillfully communicates meaning to audience with clarity and fluency and is virtually error-free. Meets expectations:Demonstrates adequate consideration of context, audience, and purpose and a clear focus on the assigned task(s) (e.g., the task aligns with audience, purpose, and context). Uses appropriate and relevant content to develop and explore ideas through most of the presentation. Follows expectations appropriate to a specific discipline and/or presentation skill(s) for basic organization and content.Demonstrates consistent use of credible, relevant sources to support ideas that are situated within the discipline and type of presentation. Uses language that generally conveys meaning to the audience with clarity, although presentation may include some errors. Does not meet expectations:Does not demonstrates adequate consideration of context, audience, and purpose and a clear focus on the assigned task(s) (e.g., the task aligns with audience, purpose, and context). Does not use appropriate and relevant content to develop and explore ideas through most of the presentation. Does not follow expectations appropriate to a specific discipline and/or presentation skill(s) for basic organization and content.Does not demonstrates consistent use of credible, relevant sources to support ideas that are situated within the discipline and type of presentation. Uses language that sometimes impedes meaning because of errors in usage.Maximum points: 100Appendix 1. Microaggression Case StudiesCASE 1One of the employees on your project team has a swastika tattoo on his right arm. It is usually covered by his shirt, but recently he had on a short-sleeved polo shirt, which allowed half of the tattoo to show. Several co-workers noticed the tattoo and reported to you that they found it offensive. To ensure that the issue does not come up again, you and the managers write a policy document that covers problematic tattoos—whether racist, sexist, or offensive in some other way. You and the other managers create a policy that forbids showing any tattoos, regardless of what is shown in the image. Tattoos are to be covered fully by clothing, a band aid, or makeup. There is strong opposition to the policy. Many employees have tattoos that are in no way problematic (e.g., stars, flowers, Harley Davidson-themed, military logos). They say that they are being discriminated against just for having tattoos. You and the other managers stand by the policy, because you do not want to be in a position where you must judge whether tattoos are acceptable. Have you and the team of managers made the right decision? Are there any other ways to address the situation?CASE 2Your office encourages employees to dress in costumes for Halloween every year. Last year, some employees on your project team wore inappropriate costumes that offended other employees and clients. Most of the problem costumes generically adopted culture as costume (e.g., Native American princess, Mexican bandito, geisha). While your office’s director is all for Halloween costumes and a bit of fun, she is worried about a repeat of the inappropriate costumes from last year. She directs you as the project manager to address this with your project team. What should you do?CASE 3The employees from your project team go out for lunch to celebrate a coworker’s birthday. While you are all waiting for your orders, the group is chatting about family and plans for the weekend. Doug speaks up, saying, “You know that reminds me of a joke.” He then tells a joke about an African American. Most members of your group laugh outright. A couple appear bothered by the joke. You consider speaking up and pointing out that the joke is inappropriate, and that Doug should not share such things at work. It appears though that most people did not notice that the joke was offensive. You decide to avoid the issue and say nothing. Everyone is out to have fun, and you don’t want to make everyone uncomfortable. A member of your project team comes forward to you with a concern that you didn’t address the behavior. How should you resolve the situation?CASE 4One of the members on your team is Jewish and your team has a big presentation that is due to be presented to your client on a Jewish high holiday. Your team member has asked for the presentation to be rescheduled because you would never schedule the presentation on Christmas. You know this is true. You would never schedule a presentation on Christmas or Easter, but you don’t want to upset you client. How should you proceed?CASE 5You are leading a project team that is hiring new staff members. As you review applications you are concerned that some of your staff members do not consider any of the applicants that appear to be of color. You want to hire a diverse project team. What do you do?CASE 6One of the members of your project team is pregnant. You are committed the family and want to be supportive, but she is scheduled to be on maternity leave during a crucial time for your project. You continually exclude her from the project decisions because she will not be there when you need her. She complains to your supervisor and your supervisor directs you to address the situation, but you didn’t even realize you were excluding her and you do not know what to do. How do you solve the issue?CASE 7One of the members of your project team openly identifies as LGBTQ. They were recently married and are pursuing adoption. One of the members of your project team is very upset by this. They continually say negative things about gay marriage and families. The LGBTQ member of your team is frustrated by these comments and asks you to address the situation or they will be asked to be moved to another project team. You consider this person to be the strongest member of your team, so you want to address the behavior. What do you do?CASE 8One of the members of your team is gay and he comes to you with a concern because everyone on your team is always asking him to give aesthetics advice on how the project looks. He feels like he is being stereotyped and that his other input on this project is not valued. You agree with him and are eager to have your team recognize his other strengths for contribution to the team. What do you do?CASE 9One of your project members is Asian and is continually asked to do math and accounting checking for your project. This is not a strength of theirs and yet they are not given assignments in areas of their strengths. You believe your team is not maximizing your team members true strengths. What do you think is going on here? And what can you do?CASE 10One of your team members is Muslim. They have asked you for a space to pray and time during the day to do this. You are not familiar with the Muslim religion, so you are not sure what they need. You want to be a supportive project manager, but you do not know how to help. What do you do?CASE 11You just hired a new worker who happens to be wheel chair user. They confided in you with a concern about their co-workers. They feel they are being belittled because no one will not let them do anything. They appreciate the kindness their coworkers are showing them, but they feel they can’t prove themselves as an equal. At first, they thought the behaviors would just die out like it usually does but it hasn’t. It has been a week since they started, and in one-day alone 5 different employees asked them if they would like a cup of coffee, and 3 other people offered to get them their lunch. The worst is the condescending tones that some employees use when they have a conversation with the new worker. You want your new employee to feel welcomed and capable, so something needs to be done. What do you do?CASE 12Someone on your project team struggles with Bipolar Disorder. One day during a meeting they were getting really excited for the prospects of the current plans. A coworker incorrectly assumed that they were in the manic state, to which they decided it would be appropriate to ask if they had taken their medicine. Of course, this all transpired during the middle of a meeting. What are your steps forward?CASE 13A member of your team was met with an inappropriate experience from a potential client. The team member is Hmong and your potential client decides to comment on your team member’s “wonderful English.” How do you handle the scenario?CASE 14You have member of your team with some hearing loss. They wear a hearing aid and have requested that your team have meetings in a circle so that they can read lips when necessary. You mentioned the need to meet in a circle to your project team. Since this conversation, two members of your team continually talk very loudly when addressing your project team member with hearing loss. You can tell that your team member with hearing loss has become annoyed with the team because of this situation. But the team member has not complained directly to you. What should you do as the project manager? CASE 15One of your team members is transgender. This team member has not shared this information publicly at work. A member of your team recently learned this information through non-work channels and shared it with other co-workers. While you are walking through the halls you hear an employee make a comment to your transgender teammate saying, “Wow! I had no idea that you were transgender? If I wasn’t told, I don’t think I would have ever even noticed.” The team member is visibly upset by this remark. How do you handle the situation?Example CASEYou are managing a project team made up mostly of men. You notice that during your team meetings, every time one of the few women on your team speak up the men either ignore their input or talk over them. While none of the women on your team have come to you directly to complain about this, you can see that their input is not being included on your project implementation. You believe many of their ideas will help to produce a stronger product for your client. How to do address this issue?Appendix 2. Common MicroaggressionsBelow is a list of some of the most common Microaggressions:Appropriate to associate being gay with negative and derogatory associationsGeneralizing that all people who are know everyone or think the same or can be lumped into a single category because they are .Cultural or racial reference for the sake of portraying it as a negativeDiscounting someone’s abilities because they are of color, or attributing one’s success to their color rather than their abilitiesDiscounting what someone is saying because of their gender, race, religion, sexual orientation, physical or mental handicap, etc.Everyone experiences are the same, regardless of skin-colorInsensitive to other’s religious holidaysPeople can somehow be immune to racism when they have friends of colorPeople of color could not possibly occupy high-status positionsRacial issues do not belong in the workplace or at schoolRacially based symbols used openly in an office or workplace environment Saying or doing something demeaning to another because of their gender, race, religion, sexual orientation, physical or mental handicap, etc.When women feel strongly about something, they are aggressive and annoyingWomen have less rights because they are womenWomen who show strong feelings are acting insane or ridiculousYour perception of someone else’s gender identity is more correct than their own ................
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