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In this module you saw the impact and issues related to emotions, biases, and perceptions surrounding a negotiation. In your first course project assignment, you devised a plan for Michelle so that she could be prepared for her negotiation with her boss. Clearly, Michelle is upset over having to switch shifts and consequently locate new or additional daycare. At this point in the conflict, Nikki is aware of Michelle being displeased with the shift change and knows that she wants to meet, but is unaware of reasons behind it. Michelle devised the new schedule based solely on seniority and nothing else. She thought that this was the fairest way possible given that the policy change affected everyone’s schedule. She does not want the situation with Michelle to snowball into a bigger issue with overall dissatisfaction with the employees. Nikki feels that there is a section of employees who should not receive the preferential shifts because they are continuous problems in the workplace (this is a true and documented statement) regardless of the fact that they have worked at the call center longer. For this section of the project, you will be identifying possible emotions, biases, and perceptions for this dilemma. In a 2-3 page paper, address the following:Frame the issues from Michelle and Nikki’s perspectives (use an interest, rights, or power approach to framing the issues).Biases hamper the negotiation process when parties come to the table with prejudgments about the other party. Put yourself into the shoes of both parties. Evaluate the biases that each party might have formed about the other party. Think about some of your workplace conflicts, what are some of the typical biases that arise when there is a dispute between a supervisor and a subordinate? Relate these biases to Michelle and Nikki’s situation.Nikki knows that emotions are running high in the conflict with Michelle. From your readings this week and outside research, create a list of seven strategies that Nikki can use during her negotiation with Michelle for dealing with an opponent whose negative emotions are running high and explain how each tactic can be utilized in this situation. Ignoring the emotions is not an option.***TWO ATTACHMENTS**** ONE is the Original Scenario AND the OTHER is my MOUDLE 02 ASSIGNTMENT. You might need to read them both to help with this paper.


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Nikki is the manager of a small-midsize call center that handles orders for a national chain of
floral shops, InBloom Flowers. She recently implemented a policy change based on the needs of
InBloom. Previously, employees worked from 9:00am-5:00pm, Monday through Friday. Due to
an increase in orders, InBloom requested that the call center expand its hours and add
Saturdays (Saturdays seem to be a high need day). In order to fulfill this request, Nikki changed
the hours to 7:00 am-6:00 pm Monday through Friday, and to 8:00 am-4:00 pm on Saturdays.
This change means that employees will be given a new schedule based on their seniority. Those
with the most seniority were allowed to pick their shift first. Below are the shift options
A: 7:00 am-3:00 pm M-F
B: 10:00am-6:00pm M-F
C: 7:00am-3:00 pm Tuesday-Saturday (8:00-4:00pm on Saturdays)
D: 10:00am-6:00 pm Tuesday-Saturday (8:00-4:00pm on Saturdays)
Obviously, those with seniority were able to pick their ideal shift while those with less seniority
were left with less options. One of those who felt that she received a less than ideal shift was
Michelle. Even though she has worked for the call center for over two years and is a stellar
employee, because of the longevity and lack of turnover in the call center, she ranked around
the bottom 20% for picking a shift. Michelle ended up with Shift D: 10:00am-6:00 pm TuesdaySaturday (8:00-4:00pm on Saturdays). Furious with this shift assignment she wants to meet with
Nikki and demand that she get a shift that better fits her home life responsibilities. Michelle is a
single mom and has an ideal daycare provider who only has hours from 8:30-5:30 Monday
through Friday.
RUNNING HEAD: Planning for the Negotiation
Planning for the Negotiation
Distributive negotiation is a bargaining strategy whereby any gain, which is arrived at,
leads to a loss of the other party involved (Wang, Wong, and Xiaohuan, 4). In this context, all
parties involved, struggle to get the most significant chunk out of the process. On the other
hand, the integrative strategy consists of bargaining between two parties whose result or
outcome will lead to a win-win situation. The principal objective of this kind of negotiation is
to enhance cooperation at the end of the process. In the end, individuals involved take the other
party as a friend or collaborator. In this context, distributive negotiation leads to a win-lose
solution because a single party emerges to win at the end, on the other hand, integrative leads
to all parties winning at the end of the process. Another advantage of integrative negotiation is
that it solves the conflict while distributive bargaining escalates the battle further. Distributive
bargaining is also individualistic whereby personal interests are focused while integrative
negotiation emphasizes on constructive solutions that will lead involved parties to benefit
(Saaty and Kevin). Based on the above descriptions of both processes; therefore, Michelle
should take an integrative approach. This is because the process is inclusive and will lead to
better conflict solution.
Michelle’s Integrative Negotiation Plan
The issue involved here is that I feel the changes made here by the manager will create
a lot of inconveniences on my work schedule. If I am leaving the work station by 6.00 pm,
RUNNING HEAD: Planning for the Negotiation
then my children will suffer because I have my children whom I should meet by 5.30 from
Monday to Friday.
Issue assembly and the Bargaining Mix
The primary concern or issue here is the fact that Michelle has got children who are left
under the day caretaker who closes his work by 5.30 on weekdays. That means that Michelle’s
new schedule will inconvenience her so she should be allowed to choose a shift which will
create convenience between her, the organization, children, and the caretaker respectively.
Both Parties’ Interests
The organization changed the dates because of strategic reasons. However, these
reasons are hindering Michelle from her core duties of taking care of her children by 5.30.
Michelle’s interest is to have the company change its policy and give her fair terms so that
she can meet her children’s needs.
Resistance Points
The organization argues that everyone in the organization has his issues at home and
therefore, the issues at home should not be related to the working timetable. In addition to this,
the organization has changed its management times so that it can meet the needs and
expectations of its customers. On the other hand, Michelle feels that her new schedule will
create inconvenience on her normal routine of taking her kids home by 5.30 pm.
Michelle’s Alternatives
RUNNING HEAD: Planning for the Negotiation
These are the alternatives that Michelle can opt on. Firstly, she can have the option of
changing her schedule from 7:00am-3:00 pm Tuesday-Saturday (8:00-4: 00 pm on Saturdays).
This option will ensure that she has enough time to meet her children and take care of them
before 5.30. Another option available is to choose 7:00 am-3:00 pm Monday to Friday. Her
BATNA, in this case, should be 7:00 am-3:00 pm M-F.
Michelle’s objectives and opening bids (Starting Point)
Michelle’s primary objective is to have her schedule changed. In this context, her
schedule should be one that ends the time before 5.30 pm. Her opening bid is that she is
allowed to negotiate her condition and also her situation be considered.
Constituents and the Social Context of the Negotiating Point
The constituents of the negotiation process will involve Michelle, her manager, a
neutral person or third party, and attorneys for both parties. The Negotiation point should be a
neutral place, like a conference room, which will open to guests only.
Other Party Analysis
The other party involved here is the InBloom Flowers business organization. The
business has experienced an increase in its customer orders and therefore, rescheduling its
working hours is one of its strategies to ensure it meets the needs of its customers. The method
that it applied included giving its employees an opportunity to choose their schedule; however,
those with the most seniority were given the first opportunity to choose first.
Issue Presentation and Defense Plan
RUNNING HEAD: Planning for the Negotiation
The first party to present its issue will be Michelle. She will explain her concern and
give a concrete reason why she deserves to have her working time changed. The second party
will be the manager of the company. Having listened to Michelle’s case, he will present his
side and the reason why he believes his decision to change the timetable was valid.
The negotiation process will occur in a conference room. The participants will include
Michelle, her attorney, the manager, his attorney, and a neutral judge selected by both parties.
The agenda of the meeting will be to open the conference by the judge, case presentation,
arguments, and judgment.
RUNNING HEAD: Planning for the Negotiation
Saaty, Thomas L., and Kevin P. Kearns. Analytical planning: The organization of the system.
Vol. 7. Elsevier, 2014.
Wang, Gong, T. N. Wong, and Xiaohuan Wang. “A hybrid multi-agent negotiation protocol
supporting agent mobility in virtual enterprises.” Information Sciences 282 (2014): 114.

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