Discussion: In the case presented, the fact that the CEO has failed to act exacerbates the problem of the complex workplace conflict presented. When conflict at work is unresolved, it precipitates mistrust, negativity, and decreases productivity and engagement as well as other unforeseen consequences for the people involved and the people in that environment (Russell, 2013). The CEO probably saw these issues as insignificant because of power and status, however, Russell (2013) states that a titleless leader understands that unresolved conflict makes matters worse in workplace dynamics and instead of avoiding the conflict, a titleless leader has a healthy courage to address and resolve conflict to increase well-being within the workplace. Given the serious nature of the complaints filed with the three employees that have to do with race and age, the company may be interested in reflective mediation because according to Diener & Khan (2016) the perceived belief that mediation is confidential shields the company from public scrutiny and published legal decisions (p. 142). In other words, the company definitely does not want the bad publicity from these issues that jeopardizes its reputation. “Heart” does have a place in the workplace. It adds an element of dispute resolution that entails having a deeper sensitivity to address issues that require a human element of dialogue, understanding another’s point-of-view, and empathy to one another so that systemic failures can be addressed. Reflective mediation requires a self-awareness of ones’ own biases and values, and beliefs in mediation (Diener & Khan, 2016). No one is robotic or stoic all the time in how they interact or function and sometimes to deal with deep-seeded issues like the scenario presented requires getting to the “heart” of the matter which is more entrenched and deeper than meets the eye. A leader strong in mediation skills recognizes that to get people to change or listen requires the need to listen, recognize differences, as well as misunderstandings to grow and evolve in the path of self-awareness and learning (Russell, 2013). More often than not, CEOs are concerned with bottom-line and reputation of the organization so I would appeal to the CEO that mediation is a private, less expensive method to handle disputes over litigation which is more expensive and public. Goldman, Shapiro & Pearsall (2016) state that employee grievances are expensive to the organization with respect to reputation, finances, and the emotional climate of the organization. Furthermore, it is costly to the employee. On a deeper note, I would also appeal to the CEO that mediation would be a better way to develop trusting relationships with staff. Mediation brings with it a relationship aspect that builds better communication, clarifies feelings, and generally improves the relationship of the parties involved (Diener & Khan, 2016). This in turn can lead to employee satisfaction and retention that ultimately saves money. References Bunea, A., Dinu, G., & Popescu, D. M. (2016). The perspective of change as an organizational learning factor. Valahian Journal of Economic Studies, 7(1), 83-88. Diener, K. W., & Khan, S. R. (2016). Thwarting the structural and individualized issues of mediation: The formalized reflective approach. Southern Law Journal, 26(1), 137-163 Goldman B., Shapiro, D., & Pearsall, M. (2016). Towards an understanding of the role of anticipatory justice in the employment dispute-resolution process: An investigation of EEOC sponsored mediation. International Journal of Conflict Management, 27(2), 275 – 298. http://dx.doi.org/10.1108/IJCMA-12-2015-0081 (Links to an external site.) Russell, N. S. (2013). How titleless leaders use conflict to get workplace results. Public Manager, 42(1), 70-72.