Conflict and Stress Management

Group Report - Case Study Analysis

6th May 2024

Case Study: Uber Pays the Price

Uber revolutionized the taxi industry, and the way people commute. With the simple mission “to
bring transportation—for everyone, everywhere,” today Uber has reached a valuation of around
$70 billion and claimed a market share high of almost 90% in 2015. However, in June 2017 Uber
experienced a series of bad press regarding an alleged culture of sexual harassment, which is
what most experts believe caused their market share to fall to 75%.

In February of 2017 a former software engineer, Susan Fowler, wrote a lengthy post on her
website regarding her experience of being harassed by a manager who was not disciplined by
human resources for his behavior. In her post, Fowler wrote that Uber’s HR department and
members of upper management told her that because it was the man’s first offense, they would
only give him a warning. During her meeting with HR about the incident, Fowler was also
advised that she should transfer to another department within the organization. According to
Fowler, she was ultimately left no choice but to transfer to another department, despite having
specific expertise in the department in which she had originally been working.

As her time at the company went on, she began meeting other women who worked for the
company who relayed their own stories of harassment. To her surprise, many of the women
reported being harassed by the same person who had harassed her. As she noted in her blog, “It
became obvious that both HR and management had been lying about this being his ‘first
offense.’” Fowler also reported several other instances that she identified as sexist and
inappropriate within the organization and claims that she was disciplined severely for continuing
to speak out. Fowler eventually left Uber after about two years of working for the company,
noting that during her time at Uber the percentage of women working there had dropped to 6%
of the workforce, down from 25% when she first started.

Following the fallout from Fowler’s lengthy description of the workplace on her website, Uber’s
chief executive Travis Kalanick publicly condemned the behavior described by Fowler, calling it
“abhorrent and against everything Uber stands for and believes in.” But later in March, Uber
board member Arianna Huffington claimed that she believed “sexual harassment was not a
systemic problem at the company.” Amid pressure from bad media attention and the company’s
falling market share, Uber made some changes after an independent investigation resulted in 215
complaints. As a result, 20 employees were fired for reasons ranging from sexual harassment to
bullying to retaliation to discrimination, and Kalanick announced that he would hire a chief
operating officer to help manage the company. To provide the leadership team with more
diversity, two senior female executives were hired to fill the positions of chief brand officer and
senior vice president for leadership and strategy.

1. Case Study Analysis. (Nawaal)

The selected case study involving Uber's conflict over allegations of sexual harassment and a
toxic workplace culture provides a rich context for analysis:

Type of Conflict: This conflict encompasses relationship conflicts due to interpersonal tensions
between employees and management, as well as conflicts of values related to ethical standards
and organizational culture within Uber.

Parties Involved: Key parties include Susan Fowler, the whistleblower, other employees affected
by harassment, Uber's management and HR department, and external stakeholders such as
investors and regulatory bodies. Each party's goals and perspectives contribute to the conflict's
complexity.

Conflict Progression: Originating from Fowler's public disclosure, the conflict has escalated
from initial allegations to a broader debate on workplace culture and corporate governance.
Uber's initial defensive response worsened tensions, leading to public outcry and reputational
damage. Subsequent actions, like internal investigations and leadership changes, reflect attempts
to address the conflict.

Own Goals: Involved parties have varied goals, including seeking accountability for past
misconduct, promoting transparency and employee rights, preserving shareholder value, and
maintaining Uber's market competitiveness.

In sum, the conflict at Uber underscores the intricate dynamics of workplace disputes and the
need for proactive conflict management strategies tailored to the organizational context. Further
in the discussion, we will be going deeper into all these facets of the conflict to fully understand
its context and resolution.

2. Type of Conflict and Parties to the Conflict. (Nurgissa)

Participants in the conflict include:

Susan Fowler: Former software engineer who experienced harassment and discrimination within
Uber.

Fowler’s manager: The individual accused of harassment and whose behavior led to the initial
conflict.
Uber’s HR department: Involved in the handling (or mishandling) of harassment complaints and
in advising Fowler to transfer departments.

Upper management: Responsible for setting the organizational culture and overseeing HR
processes.

Travis Kalanick: Uber’s CEO, who initially condemned the behavior described by Fowler and
later announced changes in response to the fallout.

Arianna Huffington: Uber board member who expressed differing views on the extent of sexual
harassment within the company.

Other female employees: Who reportedly experienced harassment and discrimination within
Uber, contributing to the broader conflict over organizational values and culture.

The situation described encompasses various types of conflict, each with its own complexities
and implications. At the core of the issue is a clash of values, where the fundamental beliefs
about what constitutes a safe and respectful workplace collide with the reality of the
organizational culture within Uber. Susan Fowler’s experience, as outlined in her blog post,
brings to light a deep-seated conflict between her personal values and the values purportedly
upheld by the company.

Fowler’s ordeal exposes the existence of pervasive relationship conflicts within Uber. These
conflicts arise between Fowler and her manager, who is accused of harassment, as well as
between Fowler and the HR department and upper management. At its heart, these conflicts stem
from interpersonal tensions and profound disagreements regarding appropriate behavior in the
workplace and the handling of harassment claims. The breakdown in trust between employees
and their superiors exacerbates these conflicts, further eroding the fabric of the organizational
culture.

Structural conflicts also play a significant role in perpetuating the discord within Uber. The
hierarchical setup of the organization, coupled with deficiencies in its HR processes, creates an
environment where issues of harassment and discrimination are inadequately addressed. The lack
of transparent and effective mechanisms for reporting and resolving such matters contributes to
feelings of frustration and powerlessness among employees, fueling the conflict further. In
essence, the structural constraints within Uber serve as fertile ground for the cultivation of
conflicts that undermine the well-being of its workforce.

Participants in the conflict are varied and multifaceted, each bringing their own perspectives and
interests to the table. At the forefront is Susan Fowler, whose courageous decision to speak out
against injustice thrusts her into the spotlight as a central figure in the conflict. Fowler’s
manager, the alleged perpetrator of harassment, also occupies a pivotal role in the narrative,
serving as both the catalyst for the conflict and a symbol of the systemic issues within the
organization.

Uber’s HR department and upper management find themselves embroiled in the conflict, tasked
with navigating the fallout from Fowler’s allegations while grappling with their own complicity
in perpetuating a toxic work environment. Their actions, or lack thereof, in response to Fowler’s
complaints shape the trajectory of the conflict and its eventual resolution. Meanwhile, Travis
Kalanick, as the CEO of Uber, faces mounting pressure to address the crisis and restore public
trust in the company’s leadership. Arianna Huffington, a member of Uber’s board, represents yet
another dimension of the conflict, as her divergent views on the prevalence of sexual harassment
within the company highlight the internal discord among Uber’s leadership. The broader conflict
also encompasses the experiences of other female employees who have endured harassment and
discrimination within Uber, adding depth and complexity to the narrative.

In essence, the conflict within Uber transcends individual grievances to become a reflection of
deeper systemic issues within the organization. It exposes the tension between stated values and
actual practices, highlighting the urgent need for structural reforms and cultural transformation.
Only through a concerted effort to address these underlying issues can Uber hope to rebuild trust,
foster inclusivity, and create a workplace where all employees feel safe, respected, and valued.

3. Identification of Conflict Sources (root causes). (Madina)

The overall case analysis reveals instances of sexual harassment in the workplace. To effectively
analyze and address the problem, it's crucial to not only consider root cause theory but also other
problem-solving approaches. Understanding the specific and unique aspects of each situation is
essential as it reduces cognitive biases and leads to more objective solutions.

In this case, Susan Fowler, a former software engineer at Uber, shared her experience of being
harassed by a manager. Despite reporting the incident to the HR department and upper
management, the aggressor received only a warning because it was his first offense. This lenient
response underestimated the severity of the incident and left the victim dissatisfied with the lack
of proper punishment. Moreover, it led the aggressor to underestimate the consequences of his
actions.

The perception of company authority, fame, and status played a significant role in Fowler's
decision-making. Despite facing punishment for speaking out, she chose to remain at Uber for
two years, perhaps influenced by the company's global reputation and success. Additionally, the
harasser may not have perceived his actions as serious, assuming he wouldn't face significant
repercussions due to his position or the prevailing workplace culture.

This case illustrates a systemic problem within Uber, where instances of harassment were not
adequately addressed, leading to a culture of tolerance or normalization of such behavior.
Company authority often influences employee behavior, and when authority figures prioritize
their own rules over ethical standards, it creates an environment where employees feel powerless
to challenge misconduct.

Organizations must recognize that addressing such issues is essential not only for maintaining a
positive work environment but also for upholding their public image and credibility. Investing in
a supportive and respectful workplace culture is crucial for effective human resource
management and overall organizational success.

In conclusion, companies must prioritize creating a comfortable and inclusive work environment
to prevent the development of systemic issues like harassment. By taking responsibility for their
actions and prioritizing employee well-being, organizations can foster a culture of accountability
and respect.

4. Application of Conflict Management Theories. (Nawaal)

In the case of Uber's workplace sexual harassment allegations, various conflict management
theories and concepts can be applied to analyze the conflict and propose appropriate strategies:

a. Conflict Styles:

Accommodation: Uber's initial response to Susan Fowler's allegations could be viewed as

accommodation, where the company attempted to address the issue by accommodating the
aggressor's behavior with minimal consequences, possibly to maintain organizational harmony or
avoid confrontation. However, this approach failed to address the underlying problem and led to
further escalation of the conflict.

Competition: As the conflict intensified and garnered public attention, Uber's competitive stance
became evident, particularly in its initial denial and attempts to downplay the severity of the
issue. This competitive approach, focused on protecting the company's reputation and market
share, hindered efforts to resolve the conflict collaboratively.

Collaboration: In hindsight, a collaborative approach involving all stakeholders, including

employees, management, HR, and external experts, could have facilitated a more effective
resolution. Collaboration entails acknowledging the concerns of all parties, fostering open
dialogue, and jointly exploring solutions to address systemic issues of harassment and
discrimination within the organization.

b. Conflict Progression and Escalation:

Entrenchment: The conflict began with Susan Fowler's public allegations of sexual harassment,
which highlighted systemic issues within Uber's workplace culture.
Competition and Debate: As the conflict unfolded, it became characterized by competitive
dynamics, with Uber initially attempting to defend its reputation and minimize the impact of the
allegations.

Actions Over Words: Subsequently, Uber took actions to address the conflict, such as conducting
internal investigations and implementing organizational changes, albeit under pressure from
external stakeholders.

De-personalization and Image Management: The conflict escalated as individuals involved

became de-personalized, with a focus on preserving their own reputations and interests rather
than addressing the underlying issues of harassment and discrimination.

Threats and Limited Destructive Blows: Uber faced threats to its brand reputation and market
viability as the conflict persisted, leading to significant negative consequences for the company's
image and financial performance.

Fragmentation and Ultimate Escalation: Ultimately, Uber's handling of the conflict resulted in
fragmentation within the organization, with significant turnover among senior leadership and
ongoing reputational damage that threatened the company's long-term viability.

c. Application of Conflict Management Strategies:

Accommodation and Avoidance: Uber's initial response reflected elements of accommodation

and avoidance, as the company downplayed the severity of the allegations and avoided taking
decisive action to address systemic issues of harassment.

Competition: Uber's competitive stance, characterized by attempts to protect the company's

reputation and market share, hindered efforts to resolve the conflict collaboratively and
exacerbated negative perceptions of the company.

Collaboration: In hindsight, a collaborative approach involving all stakeholders could have

facilitated a more effective resolution to the conflict. Collaboration requires a commitment to
transparency, accountability, and systemic change to address underlying issues and rebuild trust
within the organization.

In conclusion, applying conflict management theories and concepts to Uber's workplace sexual
harassment case highlights the importance of adopting a collaborative approach to address
systemic issues effectively. By acknowledging the concerns of all stakeholders, fostering open
dialogue, and jointly exploring solutions, organizations can mitigate conflict escalation and
promote a positive workplace culture conducive to diversity, equity, and inclusion.

5. Proposal and Justification of Your Conflict Resolution Strategies. (Nawaal)

In the case of Uber's workplace sexual harassment allegations, several conflict resolution
strategies can be proposed:

Negotiation: Uber could initiate negotiations between the affected parties, including Susan
Fowler and the alleged harasser, to address the issues raised and seek a mutually acceptable
resolution. Negotiation would allow both parties to voice their concerns, clarify
misunderstandings, and work towards a resolution that promotes fairness and accountability.
Given the allegations outlined in Susan Fowler's blog post and Uber's subsequent response,
negotiation could facilitate a dialogue to address specific incidents of harassment and the
company's handling of the situation.

Mediation: Utilizing a neutral third-party mediator could facilitate constructive dialogue between
the involved parties. A skilled mediator could help uncover underlying interests, facilitate
communication, and guide the parties towards a resolution that addresses the root causes of the
conflict while preserving relationships. In the context of Uber's workplace dynamics, mediation
could provide a structured process for addressing grievances, rebuilding trust, and implementing
corrective measures.

Conflict Coaching: Providing conflict coaching to employees, managers, and HR personnel

could help improve communication skills, enhance conflict resolution strategies, and foster a
more supportive and inclusive workplace culture. By empowering individuals to effectively
manage conflicts, future incidents of harassment may be prevented or resolved more effectively.
Specifically, conflict coaching could address concerns raised by Susan Fowler regarding the
company's HR policies and procedures and provide guidance on navigating similar situations in
the future.

Collaborative Problem-Solving Workshops: Organizing collaborative problem-solving

workshops involving employees from diverse backgrounds could foster empathy, understanding,
and collaboration. These workshops could provide a platform for employees to discuss concerns
openly, brainstorm solutions, and develop action plans to address workplace issues collectively.
Given the allegations of systemic harassment outlined in Susan Fowler's blog post, collaborative
problem-solving workshops could facilitate discussions on organizational culture, gender
dynamics, and power imbalances within Uber.

Justification of Conflict Resolution Strategies:

Negotiation: Negotiation allows for a flexible and collaborative approach to resolving conflicts.
In the case of Uber, negotiation could provide a platform for the involved parties to address
grievances, acknowledge responsibility, and agree on corrective actions. This approach aligns
with the need for transparency, accountability, and fairness in addressing workplace harassment
allegations, as highlighted in Susan Fowler's blog post.
Mediation: Mediation offers a structured and impartial process for resolving conflicts while
preserving relationships. Given the sensitive nature of the allegations and the potential impact on
workplace dynamics, mediation could provide a safe and confidential environment for parties to
express their concerns, explore solutions, and rebuild trust. This approach aligns with Uber's
commitment to addressing systemic issues and fostering a culture of respect and inclusivity, as
indicated by the company's response to the allegations.

Conflict Coaching: Conflict coaching equips individuals with the skills and strategies needed to
navigate difficult conversations and manage conflicts effectively. By providing targeted
coaching to employees, managers, and HR personnel, Uber can empower individuals to identify
and address underlying issues contributing to workplace harassment. This approach aligns with
the need for ongoing education, training, and support to prevent future incidents of harassment
and promote a positive work environment, as emphasized in Susan Fowler's blog post.

Collaborative Problem-Solving Workshops: Collaborative problem-solving workshops promote

inclusivity, diversity, and collective action in addressing workplace challenges. By bringing
together employees from diverse backgrounds and perspectives, Uber can foster a culture of
open dialogue, mutual respect, and shared responsibility. This approach aligns with Uber's
commitment to promoting diversity, equity, and inclusion in the workplace while addressing
systemic issues that contribute to harassment and discrimination, as highlighted in Susan
Fowler's blog post.

While each worldview has strengths and weaknesses, a competent conflict manager avoids the
extremes of either worldview and adopts the skills of cooperation and competition strategically.
Extreme competitors may manipulate individuals who put all of their faith in cooperative conflict
management, while interest-based conflict managers are adept at creating value. However, not all
situations respond to creative problem solving, and competitors are masters at taking value. Joint
gains are aided by openness, clear communication, sharing information, creativity, an attitude of
joint problem-solving, and cultivating common interests. However, value claimers tend to see
this drive for joint gain as naive and weak-minded, often leaving the table with the lion's share of
resources after playing along with cooperative efforts.
Website for Case: https://ecampusontario.pressbooks.pub/conflictmanagement/back-matter/
appendix-a-case-studies/#CaseStudy4

References for Case Study:

Della Cava, M. (2017, June 13). Uber has lost market share to Lyft during crisis. USA Today.
https://www.usatoday.com/story/tech/news/2017/06/13/uber-market-share-customer-image-hit-
string-scandals/102795024/

Fowler, T. (2017, February 19). Reflecting on one very, very strange year at Uber.
https://www.susanjfowler.com/blog/2017/2/19/reflecting-on-one-very-strange-year-at-uber.

Lien, T. (2017, June 6). Uber fires 20 workers after harassment investigation. Los Angeles
Times. http://www.latimes.com/business/la-fi-tn-uber-sexual-harassment-20170606-story.html

Uber (2017, February). Company info. https://www.uber.com/newsroom/company-info/