When silence speaks loudest: securing an inclusive workplace through conflict navigation

Abstract

Stefan Berger, the CEO of Top Training, an Austrian SME specializing in reskilling and workforce development, was faced with latent intra-organizational conflict. Despite his careful attention to creating an inclusive workplace culture through recognition efforts, professional development, and mentoring opportunities, his strategic decision to combine the best skills of younger and older generation workers seemed to have resulted in some unanticipated tensions. While Top Training’s business practices were built on premises of diversity and inclusion, the dissatisfaction of some of his staff was leading Stefan to re-think his choices. The case highlights generational tensions emerging from the way Top Training staff perceived their colleagues and the practices at the organization. Learners are invited to analyse the roots of the hidden tensions and evaluate the role of assumptions and generational dynamics in designing constructive interventions. The case addresses Sustainable Development Goal 8 (Decent work and economic growth) and Sustainable Development Goal 10 (Reduced inequalities).