You are the new General Operations Manager for Australian Hardware. An employee has come to you expressing concern about an issue involving a co-worker. In general, the sales force is a fairly cohesive team, but now a relatively new member of the team is rubbing people the wrong way. The newer team member never participates in drinks or other social occasions outside work. She never involves herself in the common, day-to-day conversations about family, popular movies, or culture. The team is beginning to form the opinion that she is too aloof, doesn't like the other team members, and they are expressing discontent about her place in the team. The sales team believes it is really important to be able to feel a connection with other team members. This connection provides a sense that they can rely on each other. It facilitates mutual support such as relieving another team member who needs some personal time, sharing information as required, and helping to serve customers in a collaborative manner. You happen to know that the sales staff member in question is a valuable staff member with good customer skills and product knowledge. You understand, however, that as a foreign-born, conservative, religious woman, she is having trouble relating to the other team members. Many team-bonding opportunities involve activities that she cannot participate in, such as out-of-hours parties, drinking alcohol, or using confusing cultural references. The newer team member believes she is in a bind because she would like to be accepted by her colleagues on her professional merits. It seems that all avenues to team-bonding are closed off, and she therefore feels marginalized and senses that others see her as an unfriendly person.