You are Maria Herrera and have been recently promoted to the position of director of financial analysis for a medium-size consumer goods firm. During your first few weeks on the job, you took the time to have lunch with each of your subordinates to try to get to know them better. You have 12 direct reports who are junior and senior financial analysts who sup-port different product lines. Susan Epstein, one of the female finan-cial analysts you had lunch with, made the following statement: "I'm so glad we finally have a woman in charge. Now, hopefully things will get better around here." You pressed Epstein to elaborate, but she clammed up. She indicated that she didn't want to unnecessar-ily bias you and that the problems were pretty self-evident. In fact, Epstein was surprised that you didn't know what she was talking about and jokingly mentioned that perhaps you should spend some time undercover, observing her group and their interactions with others. You spoke with your supervisor and the former director who had been promoted and had volun-teered to be on call if you had any questions. Neither man knew of any diversity-related issues in your group. In fact, your supervisor's response was, "We've got a lot of problems, but fortunately that's not one of them."

What are you going to do to address this issue?