“Success in any field, but especially in business is about working with people, not against them.”
Keith Ferrazzi, Never Eat Alone: And Other Secrets to Success, One Relationship at a Time
Case Study
Robert, a director and union member, has requested an 8 percent raise for his work unit. His request is based on recent finance reports showing that his department has substantially contributed to a 15 percent profit increase for the organisation. He feels that his team should be compensated for the hard work and long hours they have put in over the last few years to achieve this outcome.
Kay knows the value of Robert’s team and readily acknowledges their achievements. However, she knows that the company has plans to expand and diversify. This new project will use up the majority of the profit increase for at least the next five years. She is willing to sit down with Robert and talk about how his team can get involved in the new project. There could be new job opportunities, some overseas assignments, and possible promotions to various leadership positions within the new
project. Kay has flagged this with Robert; however, he is adamant that his team needs to be compensated with a monetary increase. He went as far as threatening to get the union involved if his request is unsuccessful.
Case study analysis
Identify one of the conflict-handling styles
From the case study we can identify that one of the conflict handling style that is present with Robert is Competing. This is evident as Robert has been insistent towards Kay that his team be compensated with a monetary increase, even though Kay has acknowledged Robert and his team’s achievements but her hands are tied due to the company’s plan on expansion and most of the funds will be put towards it. Additionally, Robert threatened to get the union involved if his request is unsuccessful.
Bargaining Approach
The bargaining approach is used whenever two parties attempt to reach a mutually acceptable solution during a conflict. There are two types of bargaining approach which is integrative and distributive. (Staff, 2019)
In the case study, Kay displayed integrative bargaining approach. From the case study, Kay was willing to take the time and sit down and talk to Robert and acknowledges him and his team’s achievements but she is unable to adhere to his request of monetary compensation. Knowing that, Kay tried to achieve a “win-win” situation by explaining to Robert that with this expansion there will be new job opportunities, some various overseas assignments and possible promotions to various leadership positions.
Aspect of interpersonal communication that is contributing to the poor environment
From the case study, we are able to identify that the poor listening skills is one of the factors that contributes to the poor environment. This is evident as Robert was adamant for the increment of pay and was willing to negotiate with Kay when she took the time to talk to him. Robert was too blinded by his own personal desire of being compensated that he became very unwilling to listen.
Thus from this case study, we recognise that listening plays a very important role during negotiations, it allows people to gain more understanding and by listening attentively it reduces any form of miscommunication.
Hall’s context model
With reference to Hall’s context model, Kay displayed High-Context culture, according to the case study, she is willing to take the time and effort to sit down to talk to Robert to solve the problem to try to come to a win-win situation where everyone can be satisfied, by doing so she is focused on relationships.
Reference
Staff, <. (2019). Negotiation in Business: Ethics, Bias, and Bargaining in Good Faith. [online] PON – Program on Negotiation at Harvard Law School. Available at: https://www.pon.harvard.edu/daily/business-negotiations/are-you-negotiating-in-good-faith/ [Accessed 2 Aug. 2019].
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