1. Centre for Open Education MACQUARIE UNIVERSITY NSW 2109 AUSTRALIA Office Use Only ** ASSIGNMENT COVER SHEET (For Open Universities Australia students) Unit CodePSY130 Unit Name Organisational Behaviour COE USE ONLY Date Received Assignment No.Assignment 2 Assignment TitleGroup Case Study “a Mir Kiss” Due Date01/08/2011 Contact Info Mary Ferguson Chris Pitman-Jones Anita Mahoney Jeremy Cattell Toni Huggett Lauren McAlister Email MaryUni2011@gmail.comMaryUni2011@gmail.com Email: mrscjpj@gmail.commrscjpj@gmail.com Email: anita.mahoney@optusnet.com.auanita.mahoney@optusnet.com.au Email: jcattell@albionconsulting.com.aujcattell@albionconsulting.com.au Email: 7huggs@live.com.au7huggs@live.com.au Email: lauren.maree.mcalister@gmail.com lauren.maree.mcalister@gmail.com Word Count: (If Applicable) Turnitin No.: (If Applicable)

2. ‘A Mir kiss’? What on Earth caused Mars behaviour experiment to fail! Psychologists at Moscow’s Institute for Biomedical Problems (IBMP), implemented an experiment to learn more about the effects of sustained isolation in space. A crew of seven males and one female (Judith Lapierre) were selected for an experiment involving sustained isolation inside a simulated Russian space station. Claims that Lapierre was grabbed and kissed aggressively by a colleague against her will have since surfaced, and have been met with denial and contradictions by Russian officials. The ‘Group 159’ News Assignment 2 group case study - Since 01/08/2011 (above): Cosmonauts Inside the Russian simulator (inset right): Judith Lapierre

3. Group 159 MIR KISS CASE STUDY SUMMARY Seven representatives from different cultures took part in an isolation experiment conducted by psychologists from the Institute of Biomedical Problems (IBMP) in Moscow. The objective of the experiment was to learn more about the dynamics of long-term space isolation in preparation for a trip to Mars. The Mars trip was a joint international project that was to be carried out by the International Space Station. With the exception of the Canadian crew member, Lapierre, all of the other crew members were male. The international team welcomed the addition of a female member to the crew, whereas the Russians expressed that a female would be “good” as long as she did not consider herself an “equal” but rather a “mother” to the Russian cosmonauts. The Russian cosmonauts had already spent 120 days in the isolation chamber when Lapierre had joined them and had 120 days remaining to complete their 240 day mission. The crew were completely self contained in the isolation chamber and had contact with the control centre who was monitoring their behaviour. All the crew spoke English as a second language. Before joining the experiment, Lapierre was of the expectation that the control centre would also be communicating in English. However, just over a month into the experiment tensions arose and conflict escalated resulting in the international crew barricading their cabin door and finally, one of the internationals exiting the mission early.

4. Group 159 OVERVIEW OF CENTRAL ISSUES CONFLICTS Lapierre was expecting another female crew member Lapierre was expecting control to speak English Russian crew had already been in isolation for 120 days before internationals had arrived The use of alcohol and alcohol intoxication was permitted Female crew member Lapierre was sexually harassed by intoxicated Russian Commander Intoxicated Russians from group one physically assaulted each other which led to bloodshed International crew hid knives as feared for the safety of the Russians who had threatened to kill each one another No formal rules, protocols or procedures were set in place to deal with the use of alcohol, intoxication, violence and sexual harassment Japanese crew member made early exit from experiment due to lack of responsible follow up of the violence Claim of sexual harassment made by Lapierre was dismissed as a cultural misunderstanding Russian crew consisted of four male Russians, including the Commander International crew consisted of two males from Austria and Japan and one French Canadian female

5. Group 159 DIAGNOSIS OF ISSUES PROBLEMINTERVENTION 1. Cultural Differences2.INTEGRATION Aggression Fighting 3.TEAM DEVLOPMENT Accountability4.LEADERSHIP Sexual Harassment Violence Unsafe work environment Early Exit 5.STAFF SUPPORT MECHANISMS

6. Group 159 EXPERIMENT SET UP Russian segment was a smaller, 100 cubic metre chamber, they were in spent 240 days living there. They divide time up equally between work, sleep and rest. They are responsible for studying their own psychological and physiological effects on themselves. The second cosmonaut group had a 200 cubic metre chamber. They were there four months and had a longer work schedule, working long hours and concentrated on emergency situations that may occur in space. The third group had a more relaxed work environment. Each group got the chance to interact with the other groups to break up the psychological patterns that had formed. Visits were monitored and analysed. Each group had different training, work loads and programs to follow. They would all have to communicate in English and do testing in English.

7. Group 159 Should this experiment have been observational only ? Extra, Extra: Rules Rule! EXPERIMENT SET UP The Russian psychologists seemed to think that all issues needed to be dealt with internally, as that would be the situation in space, hence; minimal boundaries in place, even when the international crew requested outside intervention. The international crew had to experience fear and danger before officials implemented a sensible boundary by ‘cutting off interaction with the Russians. This situation highlights the need for non ambiguous rules. Mars missions will mean extended isolation from the rest of civilisation, in confined in such quarters as the Mir space station (pictured above)

8. Group 159 Merging Organisational cultures brings challenges and potential difficulties. An issue affecting the success of the experiment was the integration of the various cultures. Integration: Cultures merging for this part of the experiment were Four Russian cosmonauts, who had already been in the capsule for 120 days Austrian male, Japanese male and a French Canadian woman. Four different and distinct cultural backgrounds, and of course, two genders. The Russians had already been in the capsule when the newcomers arrived, and found it difficult to integrate. The researcher said "it took them at least three weeks to feel absolutely free when they appear in the room of another crew., that is all stressful but that is not artificial that is real life like its real life in the space station" Integration with a new crew turned out to be extremely stressful and challenging for many of the crew. Integration of new members:

9. Group 159 Integration: McGraw Hill discusses the forms of Integration that may occur with the merger of organisational cultures and suggests that. there are several possibilities Organisations who are merging, may use Assimilation, or Deculturation, with the more dominant culture being imposed. The experiment revealed several weaknesses, and one of them is that there was not sufficient integration, there was instead extreme culture clash. The KISS itself was not the big problem, but the underlying cause was the lack of understanding on successful integration, DOMINANT CULTURE  Dominant culture is imposed  Discard personal and cultural values  Difficult to adopt  Cultural intrusions delay and undermine goals  High conflict, exit and termination INTEGRATION  Merges cultures into a new composite culture  Ideal when several overlapping values  Retains best features of all cultures  Existing cultures can be improved  Less conflict due to merged values and expectations Cultural and Gender Differences affecting integration

10. Group 159 Integration: Cultural and Gender Differences affecting integration Judith Lapierre interview about gender roles (click image to play) It has been said; Men are from Mars, women are from Venus (the reference here is author John Grey Men are from Mars, Women are from Venus) John Gray. Image..The Russians said the kiss was just a misunderstanding and that Lapierre was over reacting to the incident. It became a case of he said/ she said. SHE SAID (Lapierre) : o Expected Russians to have similar values to the men from her culture. o She expected to be treated with respect o She expected to be treated as an individual with skills and weakness, as do all people regardless of gender o Was open to working with all male crew, though expected another female. o. ( shared values organisational assumption pg 539).s (big 5-agreeableness and openness to new experiences) o Did not expect to feel unsafe, o Expected another female, as she would in the "real world".

11. Group 159 HE SAID: Female on the crew should: Be a caring mother Junior assistant One that men would like to save One men would bear children with Be non equal Bad if feminist. Integration: Cultures merging for this part of the experiment were Four Russian cosmonauts, who had already been in the capsule for 120 days Austrian male, Japanese male and a French Canadian woman. Four different and distinct cultural backgrounds, and of course, two genders. The Russians had already been in the capsule when the newcomers arrived, and found it difficult to integrate. The researcher said "it took them at least three weeks to feel absolutely free when they appear in the room of another crew., that is all stressful but that is not artificial that is real life like its real life in the space station" Integration with a new crew turned out to be extremely stressful and challenging for many of the crew. (click image to play)

12. Group 159 Was this experiment a failure? NO! Both teams learnt what not to do, and as a result can improve the likelihood that space missions may be more harmonious! How could they have better prepared for Integration? #) Prepare, and take time! #) Awareness of each others culture, in regards to gender roles, and work roles, BEFORE the experiment #) Identify values of each culture in the merger. #) Identify expectations of each culture merging. Integration: #) Neither culture gives up their values, but both cultures are improved. #) Merging the best of each culture into a new composite culture, and focusing each team member on the new culture, its goals and objectives. Integration, with hard work and dedication, "it won't happen overnight, but it will happen"

13. TEAM DEVELOPMENT The experiment wanted two small groups to work together in long term isolation for 110 days, so they could see what effect this would have on the crew members involved. One team was made up of international Researchers, all from different cultures, and had previously never worked together. The other team of four Russian cosmonauts had already been working together in their chamber for 120 days, they had a reminder of 120 days when the second team joined them. These teams had no prior team development, nor were they provided any during the isolation. These two teams were living in a chamber the size of a train car. The two teams did not bond well together and one month into the joint venture, the doors between the Russian and international chamber were locked, at the request of the international crew who feared for their safety. They felt that violence within the Russian crew and “the kiss” were not dealt with appropriately by the external research team. The IBMP Psychologist in charge of the project said “If the crew can’t solve problems among themselves, they can’t work together” Vadum Gushin, McShane, S. O.(2010:615) Whilst the expectation that the crew would solve their own problems may be reasonable, they did not provide any team development to help them overcome any problems that arose. Volatility of cosmic proportions:

14. Forming – During the forming stage crew members want to be accepted by the others in their team. It would have been this case in Mir Kiss’s Team as well. As the team members had to live and work together for 110 days, they needed to develop an effective working relationship. During the forming stage crew members would have been forming impressions of each other and the incidents of fighting and sexual harassment that occurred would have hindered this process. Some crew members would have been avoiding conflict, while others were obviously past this stage as they were getting into fist fights. Storming – When the team should have been moving into the storming stage where they would put forward their ideas, receive feedback from other team members and receive other team members ideas they were having to deal with conflict that was taking place. Norming – During the norming stage crew members would have all come together and agreed to work collectively on the job at hand. This would not have occurred as the team was not functioning effectively. Performing – During this stage teams would start to perform together effectively. The Mir Kiss team never reached this stage as they were separated after one month. At this stage teams should be working independently without conflict with other members. TEAM DEVELOPMENT

15. Team norms – these are the informal rules and expectations that different groups have and this is how the team works together. Norms are created at the beginning of teams forming. Events during the beginning stages of a group can affect the norms that are created in the group. The fist fights and sexual harassment that occurred would have created un-functional norms between the group. Team cohesion – This is when teams feel connected to each other, they feel they have a social identity, and create a team identity. TEAM DEVELOPMENT Team trust – There are three different types of trust Calculus – Based trust is based on the assumption that other team members will act appropriately, this will be broken at the first issue that arises. Identification – based trust is based on the emotional connection between team members, this would have been lacking within the crew members as no team development was conducted, they joined a team of four cosmonauts who had been in isolation together for 120 days with a group of three people from different cultural and life experience backgrounds. Knowledge - based trust is based on the behaviours of others within the team. From the fist fight and sexual harassment episodes the knowledge based trust would have disappeared from the crew members. With all the international Researchers coming from different countries there should have been a lot of work put into the team’s cohesion as they all came from different cultural backgrounds, it would have been hard to create one unified identity.

16. TEAM DEVELOPMENT How individuals could cooperate together, how the organisation could help them cooperate together, how to reduce conflict and how do reduce stressful situations to make the next Mir Kiss experiment work more effectively the following training should take place: Team building exercises before the team goes into isolation and during isolation. Team bonding activities – to help crew members from different cultures bond together. Conduct pre group work activities as part of the selection process to ensure teams can work together effectively. Provide a trained facilitator to observe crew members and their mental health Provide training so crew members can manage Cultural, Age and Gender differences. Help them identify how these could affect their particular group. The first crew at a press conference before the start of the experiment. from left to right: Habihožin Haider, Vladimir Kara š tin, Vasyl Luk′ân û k, Anatoly Mura š ov Objectives of Future Experiments: The second crew at a press conference before the start of the experiment. from left to right: Norbert Kraft, Dmitry Sayenko, Judith Lapierre, Umeda Masataka Face the future: pioneers for Mars

17. Direction, control, accountability...What constitutes a good leader? McShane, 2010, (p. 224) suggests that a good leader works well in a team, can delegate responsibilities, and has values which align with that of the organisation. In the SFINCSS-99 Russian experiment the following fundamental leadership issues were prevalent: Direction: Organisers failed to clearly communicate expectations across all of the teams participating. Group 159 Leadership : Structure: An Organisation needs clear positions and roles, the volunteers of SFINCSS-99 operated in the absence formally structured authority, “Shared leadership flourishes in organisations where the formal leaders are willing to delegate power” (McShane, 2010, p. 457). In lieu of structure, one person who ranks as a Russian commander informally imposed his own ideals (violence and desires) upon colleagues, much to their dismay.

18. Group 159 Leadership : When behaviour of only a few of the participants began to cause others to feel unsafe, Umeda Masataka (Japan) stated his concerns and then withdrew (voiced than exit: EVLN model, McShane, 2010) when it became apparent the powers that be were unlikely to act appropriately. Umeda was then replaced by another Russian for the remainder of the experiment, Russian officials felt culture clsehes “Shared leadership also calls for a collaborative rather than an internally competitive culture” (McShane, 2010, p. 247) Integrity: Baranov (IBMP official) stated that the volunteers “health and safety will be of prime importance aboard the new space station” (Pronina, 1999) yet officials allowed and provided for un monitored alcohol consumption and then did not initially intervene when physical violence was observable, or when harassment was reported. “Integrity involves truthfulness and consistency of words and actions” (McShane, 2010, p. 459 Communication: For effective leadership “Good communication skills are important” (McShane, 2010, p. 224) The language barrier can cause difficulties communicating in a multicultural setting, not all participants were very fluent in English, which was to be a default language for communication, this issue should be given greater consideration for future exercises of this nature.

19. Group 159 Leadership : Accountability: “Effective leaders also provide the information, support and other resources necessary” (McShane, 2010, p. 461), when organisers were again confronted after the experiment was completed; they were offended by how they were publicly portrayed and blamed misunderstanding, Lapierre's reaction and cultural differences. Participants and organizers expectations should be clear, upfront and understood by all involved, “negative evaluations may go to leaders who deviate from those expectations” (McShane, 2010, p. 476), which is how the Russian Psychologists were eventually perceived. Lack of sensitivity towards all the cultures and genders involved meant that the wider communities of these people took a dim view towards the leaders of this project. Resulting media attention meant Lapierre was forced to personally defend her own reactions as being “reasonable” and not “over emotional” Not intervening appropriately and subsequently not supporting affected personnel are leadership flaws which subjected this experiment to global criticism and unnecessarily discredited several of those associated with it. Improvements in communication, structure, integrity and accountability should benefit those who will actually experience space isolation, maybe even on mars.

20. Group 159 STAFF SUPPORT MECHANISMS: A number of events occurred during the ‘Mir Kiss’ experiment that highlight the need for effective staff support mechanisms. In chronological order the significant events were: Two Cosmonauts fought with one another to the point where: The walls became blood splattered A colleague felt it prudent to hide all the knives for fear of escalating violence The Russian commander grabbed the female researcher, dragged her out of sight of the cameras and kissed her, aggressively, twice. After being rejected he tried to kiss her again the next morning The international research team requested that the doors between their chambers and the Russian cosmonaut chambers be barred. As a result of these events the international research crew complained to IBMP about the behaviour of the cosmonauts.

21. Group 159 STAFF SUPPORT MECHANISMS: Response and analysis The response of the Russian Institute to the complaint was, apparently, to take no action. As we have seen in Team Development, their view was that the incidents were part of the experiment and they wanted crew members to solve their personal problems with mature discussion. This response gives rise to a question of perspective: “How would the Russian Institute have reacted if there had been a critical failure in the oxygen supply system in the experimental chambers, to the point where the lives of the crew (international researchers and cosmonauts) were threatened?” Would they: A) Have let the crew work it out form themselves and, if they had failed to find a solution, let them die, on the basis that ‘Mir is an autonomous object, far away from anything’ or, B)Intervene in the overriding interests of the health and safety of the crew and on the basis of their duty of care? Whilst the question remains rhetorical, we hope that the answer would not have been A), for two reasons: Firstly, it would be inhumane, immoral and illegal (in any conscionable jurisdiction) to allow this to occur, even in the pursuit of science and Secondly and more simply, as evidenced by the reaction of the international researchers to the lack of response from the Russian Institute, ‘If we had known …we would not have joined it as subjects’. From this last statement we can start to draw the conclusion that the international researchers had a not unreasonable expectation that their participation in the experiment (organisation) will be underpinned by the basic duty of care that an employer owes to employees, including the prevention of harm; both physical and psychological and support mechanisms, including procedural justice, to resolve issues in the workplace.

22. Group 159 STAFF SUPPORT MECHANISMS: A balanced perspective The international researchers came from: Austria, Canada and Japan. It is possible that their background experiences of working in their respective countries led them to have expectations in regard to their basic employment protections that were outside the norm in Russia. The international researchers believed that if they raised a genuine and valid concern with the organisational hierarchy in relation to their physical safety, they would be taken seriously and the issues would be taken up and dealt with. It is possible that the Russians reacted in the way that they did because in their experiences and the prevailing employment construct, such issues, regardless of whether they are the subject of a formal complaint, or not, are simply not taken up and dealt with by the organisation hierarchy, or those in positions of authority. Notwithstanding the Russian perspective, for the purposes of promoting sound organisational practices, let us look at the potential reactions of the international researchers to the incidents that occurred and the following of lack of response to their complaints: Potential reactions: Fear for personal safety in the workplace Loss of confidence in Management to respond to and deal with issues Confusion about the attitude of Management to workplace violence and sexual assault Feelings of intimidation Anger towards co-workers, Management and the organisation Loss of self-confidence Confusion over what is right and what is wrong in the workplace These are just some of the potential reactions that the international researchers could have experienced as a result of the way they were treated by the Russian Institute.

23. Group 159 STAFF SUPPORT MECHANISMS: An alternative path It is hypothesised that if the Russian Institute had adopted some simple, but well proven steps to dealing with the issues highlighted above, they could have prevented the eventual breakdown of the experiment and the acrimonious exchanges that ensued in the public domain. Proscribe and apply a discipline policy. If two employees come to blows in the workplace, it should be dealt with as soon as practicable by Management. By intervening, breaking up the fight and separating the employees, Management would have gone some way to reassuring the other employees that they retained an element of control and order (this would be somewhat diminished by the common knowledge that Management had supplied the alcohol that fuelled the fight in the first place). Implement a grievance procedure. When the international researchers initiated a formal complaint they had an expectation that it would receive proper consideration. A well understood grievance procedure would ensure that all parties understood the process for dealing with a formal complaint and that, regardless of the merits of the complaint, their rights would be protected and that procedural justice would be applied. Provide counselling, or an Employee Assistance Program (EAP). Where employees have witnessed violence in the workplace and/or been sexually assaulted it is often more beneficial to the employees concerned to provide independent, professional counselling to assist them, rather than have a Manager try to deal with the employee’s issues. This is because a) most Managers are not skilled to undertake counselling of distressed employees and b) independent counselling allows the issues to be dealt with on their own merits, without any fear of overspill into other areas, such as future promotability, which may occur if a Manager deals directly with a distressed employee.

24. Group 159 STAFF SUPPORT MECHANISMS: An alternative path Implement a conflict resolution model. Keeping people isolated for long periods of time is stressful. Given that this was a research experiment it might have benefited both the Russian Institute and the crew if they had a chance to explore and learn, rather than just endure. The implementation of a conflict resolution model might have afforded the participants the opportunity to explore and resolve issues before they became toxic. The above practices are often employed by organisations that recognise the importance of having staff support mechanisms in place to: Provide mechanisms to deal with issues before they become problems Resolve issues that do become problems in a well understood and workable framework Reinforce the psychological contract between the organisation and its staff Promote staff well being