SETTING ASIDE: A CASE STUDY

Abstract

Conflict is a normal aspect of organizational life, especially in environments with diverse individuals. However, when conflict remains unresolved, it can lead to emotional stress, workplace politicization, and a shift away from the organization’s mission. If responsible offices delay intervention, issues may escalate into discrimination or harassment complaints, harming both employee well-being and the organization’s reputation.. This study examines the implications of “setting aside”—a term that reflects the deferment or deprioritization of conflict-related cases. More than a procedural delay, it symbolizes systemic inaction in conflict resolution. The research highlights how such delays diminish trust in institutional processes and allow organizational dysfunction to persist. Using a scenario adapted from a completed case study, the researcher explores how delayed responses affect interpersonal dynamics and organizational culture. The findings stress the importance of timely, fair, and transparent conflict resolution mechanisms. When offices tasked with addressing conflict fail to act promptly, they inadvertently contribute to deeper divisions and long-term damage. This study aims to inform conflict management practices by advocating for institutional accountability and proactive resolution strategies that uphold organizational integrity and employee welfare.