Module 9: Case Study

People involved in a Project

Course: Project Management (2025F)

Instructor: Prof. Mohamed Abdulkader

Submission Date: November 23, 2025

A consistent theme across all peer observations is that Bob’s behaviour reflects a pattern
of stereotyping, exclusion, and disrespect toward team diversity. Rather than approaching
his position as a team lead with neutrality and professionalism, Bob relies heavily on
personal biases. His comments reveal prejudgments based on age, culture, gender,
physical appearance, and religion elements that should have no bearing on task
assignments or team evaluations. This kind of mindset undermines collaborative
relationships and weakens the trust that is essential for productive project work.
Most of us noted that the high turnover on Bob’s team is not coincidental; it is a direct
reflection of a leader who creates an uncomfortable and psychologically unsafe
environment. Individuals are far less likely to stay and develop within a team where they
are judged on personal characteristics rather than contributions or ability. Bob’s
behaviour also contradicts the principles of valuing team diversity, which emphasize
looking beyond the surface and understanding what each member uniquely brings to the
table.
From Brad’s perspective, the situation is particularly difficult. It is his first day, and he is
meeting his team through the distorted lens of Bob’s personal biases. Classmates agreed
that Brad has several possible courses of action. He could stay silent, which might make
his early days easier but would compromise his personal integrity and potentially align
him with behaviour he does not support. He could confront Bob directly, though this
approach carries the risk of conflict, given that Bob is his immediate supervisor. The
most responsible option, and one consistently recommended, is for Brad to quietly
document the conversation and report it through the appropriate channels, either to HR or
to Bob’s supervisor. Taking this step protects Brad ethically and professionally while
ensuring the company is made aware of a pattern of behaviour that appears long-standing.
Question 2: What should any of the team members do?

Team members who have been exposed to or targeted by Bob’s comments should not feel
obligated to manage the situation alone. Documentation continues to be an essential first
step. Keeping a record of inappropriate remarks, unfair treatment, or biased task
assignments gives employees an accurate timeline and provides the organization with the
evidence needed to intervene.
Our group emphasized the importance of reporting these behaviours, either individually
or collectively. Group reporting may give employees additional comfort and reduce the
fear of retaliation. Furthermore, coming forward as a group signals a broader issue rather
than an isolated complaint. Whether done alone or as a team, the goal is the same:
ensuring that discriminatory behaviour is not normalized or allowed to persist.
Team members also have an important role in supporting each other. Creating an
environment where colleagues can speak openly about their concerns without judgment
helps repair morale and reinforces the idea that the negative behaviour is not
representative of the entire workplace.
Question 3: What could be done to improve the climate for diversity in this case?

Improving the climate for diversity requires structural, cultural, and behavioural changes.
The organization must take responsibility for recognizing that leadership behaviour has
contributed to the breakdown of trust and cooperation within the team. Removing Bob
from his leadership position, at least during the investigation, is a necessary first step. His
role as a supervisor carries influence, and allowing him to continue in that role would
only deepen the damage.
However, replacing Bob is not the only solution. The company must take meaningful
steps to rebuild the work environment in a way that promotes fairness and psychological
safety. This includes implementing or reinforcing diversity, equity, and inclusion training
to help staff understand why unconscious biases are harmful and how they manifest in
day-to-day interactions. Clear policies should outline acceptable behaviour, reporting
procedures, and consequences for discriminatory actions. These policies must not exist
simply on paper, they must be consistently enforced.
Rebuilding the team will also take steady and intentional leadership. Bringing in a new
team lead, someone who genuinely values collaboration, open communication, and
inclusivity, would go a long way in shifting the atmosphere from tense and
uncomfortable to one where people feel respected and seen. Clear expectations,
consistent check-ins, and opportunities for the team to reconnect can help repair the strain
caused by Bob’s behavior. Work should be assigned based on skills, strengths, and
growth opportunities, making it clear that performance, not personal background, is what
guides decisions.
Question 4: What do you think Bob’s direct supervisor would do if she were aware
of Bob’s actions?

If Bob’s supervisor were made aware of his actions, there would be a professional and
ethical obligation to intervene immediately. Bob’s behaviour exposes the company to
significant risk, from legal liability to reputational damage. It also disrupts productivity,
contributes to turnover, and jeopardizes the overall success of the project.
The expected response from a competent supervisor would be to initiate a formal
investigation, typically with HR involvement. Bob would likely be suspended or removed
from his leadership role during the investigation to prevent further harm. Depending on
company policy and the severity of his actions, which appear extensive, disciplinary
action could range from mandatory training to termination.
In addition, the supervisor would need to address the team directly. Reassuring
employees that their concerns are taken seriously is essential to restoring trust. The
supervisor would likely implement interim support measures, such as appointing an
acting team lead, offering confidential HR consultations, and reestablishing behavioural
expectations with clarity.
Ultimately, resolving the situation will require accountability, structural support, and a
renewed commitment to building a healthy, respectful work environment.
References
Gido, J., & Clements, J. (2017). Successful project management (7th ed.). Cengage
Learning.