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Running Head: Module 12 Discussion 1

Module 12 Discussion

Name of Student

Institutional Affiliation

Name of Professor

Date
Module 12 Discussion 2

Johnson based his decision making on the Starbucks shared values. For instance, the

decision to visit the community shareholders and learn what would have been done better was in

line with the company’s shared value of creating a culture of warmth and belonging where

everyone is welcome. The decision to visit the community was a reconciliatory move, a way of

apologizing that the incident would never happen again. The decision to close the stores for

unbiased training was very much aligned with the Starbucks mission and goals. The company’s

mission is to inspire and nature human spirit-one person, one cup, and one neighborhood at a

time. The company aims to meet this goal through development of a culture that embraces

acceptance. The training would chip in to rejuvenate the dying spirit of acceptance. The way

Johnson handled this case did not only improve the relationship between employees and the

customers but also encouraged the spirit of connectedness and shared values.

Johnson did not openly acknowledge that his decision was based on ethics and morality

but his apology and actions did promote the awareness of ethical issue. Johnson did this by

acknowledging that his employees needed more training especially on ethical issues. Johnson

actions created a positive difference in the community it serves since the meeting done with the

community stakeholders improved their relationships. The decision to close the stores for

training displayed the Company’s commitment to ensure that the incident do not happen again

which improved the customers confidence with the stores. Johnson did not shift the blame to the

employees but instead offered training to improve employees experience with their customers

which cultivated positive difference between employees and customers.

Johnson did explicitly accept the responsibility for the incident and provided the

necessary direction for the course correction. According to the case study, “Johnson took full

responsibility of the actions of his employees.” Johnson identified various ways to collaborate
Module 12 Discussion 3

with others including, meeting with community stakeholders, meeting with the victims of the

arrests and involving the employees in a training program. From a distance everyone can see that

Johnson really understand his role in fixing the problem.

Johnson clarified his personal values as well as the company’s values when he stated that

the video shot by the customers was hard for him to watch and the actions did not represent the

company’s mission and values. His decision to meet the community stakeholders, victims and

advocate for employees training were all aimed at upholding Starbuck’s mission and core values.

According to Johnson, there was no need to call the police if a customer did not make order

which represented a gap between the stated and actual values. Johnson’s apology helped the

employees figure out whether their personal values aligned with the company values. Johnson

believed that the company shared values should guide the employee values in all their actions.

Johnson’s action went beyond Starbucks, since it acted as a guide for other companies to

follow. The incident generated a conversation about unconscious bias in the workplace since the

person who took the video had not made any order and yet he was not subjected to the same

treatment. Johnson’s apology and his subsequent actions were one of their kind. Earlier last year,

Nike faced accusations of toxic corporate culture where some employees felt excluded and the

management did not take the issues seriously. Nike CEO Mark Parker apologized to the

employees and promised to address the corporate culture to fit the company’s vision. Just like the

Starbucks, Nike offered countrywide unconscious bias training, introduced an anonymous

hotline for employees to raise concerns and provided mandatory training for 10,000 managers.

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