Answer & Explanation:PLEASE ATTACH FILES BEFORE STARTING PART 3This section will focus on identifying the power differences between the two parties in the ongoing negotiation. In the situation between Nikki and Michelle there is a definite power differential between the two parties. Power can be derived from many sources. For this part of the project review the scenario fact pattern and address the following questions in your paper:Compare and contrast the power differential between the parties. Where does Nikki derive her source of power? Identify whether Michelle has a source of power.Create a list of how the party perceived to be in the “lesser power position” should prepare and proceed with the negotiation. Relate your list to the facts of this case.2PAGE
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Facts:
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: THE CONFLICT GETS PERSONAL
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THE CONFLICT GETS PERSONAL
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The interests approach considers the things that the parties to a negotiation desire to be
fulfilled. Identifying the interests leads to cooperation because everyone’s interest will be
considered (Fisher, 2011). The issues from Michelle’s perspective are that she will not be able to
attend to her other responsibilities once the new schedules have been implemented. If the
schedules are changed in such a way that she will still
be able to attend to her other
responsibilities, she is willing to work for the company following a schedule that does not bar
her from attending to her other responsibilities.
The issues from Nikki’s perspectives are that she is willing to see the company make
more profits and this can only happen when the company opens its doors on Saturdays because
there are many customers on this day. She is also interested to have the senior people who have
contributed more to the company’s success and who work hard to choose their preferred
schedules first because she is interested in creating organizational commitment amongst the most
effective employees in the company.
One of the biases that Michelle had against Nikki is that Nikki is more concerned about
making more profits in the company than she is for the employees. Another bias that Michelle
might have is that Nikki is biased against woman.
Nikki might be biased against Michelle in that, she is non-cooperating person and that is
why she is resistant to this change in the schedules. Another bias Nikki might have against
Michelle is that Michelle is affected by groupthink. By this, Nikki might feel that Michelle is
only acting according to what the group of her fellow workmates feel should be done. Her
actions are because she is representing her workmates.
THE CONFLICT GETS PERSONAL
According to Ricardo (2009), in the workplaces, most biases happen when the
subordinates feel that the manager is acting to please his bosses instead of considering them in
decision making. This bias is what Michelle is feeling about Nikki. Another bias that takes place
in the workplaces is when the manager feels that the employees fear change because of the
uncertainty that comes with change. This is what Nikki feels about Michelle in the scenario.
Using calming and non-verbal behaviors is one of the strategies. This strategy can be
utilized in ensuring that Michelle calms down in order to listen to Nikki’s concerns. Another
strategy is pausing and saying nothing. This strategy will be utilized to help the situation to calm
down and it is also effective because in the process Nikki could be thinking of what to say next.
Another strategy is to know your hot buttons. When Nikki is well aware of the topics that once
touched makes her aggravated she could be in control by knowing them such that even if
Michelle may touch on them during the negotiation, she will not be aggravated.
Calling time out: Whenever Nikki feels that the situation is too tense, she can always call
a time out and they would come back when the situation changes for the better. The other thing
is agreeing at a point: Nikki should agree with Michelle when she makes a good point during
their negotiation process. This will help calm the situation because Michelle would see that
Nikki is willing to negotiate. Nikki could also utilize extreme demands followed up by small and
slow concessions. Nikki could utilize this so that she could use the concessions to have Michelle
concede on other aspects too. Finally is the use of the feel-felt-found method: Nikki can make
Michelle feel that other employees also had issues with the schedule but together they were able
to reach a level ground and so her case is not unique ad they would still arrive at a level ground.
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THE CONFLICT GETS PERSONAL
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References
Fisher R, U. W. (2011). Getting to yes: Negotiatimg Agreeement without Giving in. New York:
Penguin Books publishers.
Ricardo, J. (2009). principles and tactics of negotiation. Journal of Oncology Practise , 102-105.
PLANNING FOR NEGOTIATION
Q1) Distributive and Integrative Distribution
In order to resolve a resolution, the involved parties have to dialogue so as to come
up with solutions. This conversation is known as a negotiation. In everyday life, in offices and
businesses we encounter different negotiation and depending with the type of approach used it
determines whether or not successful solutions are achieved.
The two main approaches to bargaining or negotiating are either through
distributive negotiation. Depending on the context, if the right approach is adopted then
successful results are attained. Distributive approach is mainly used when the involved parties
have no previous relations. It is mainly used in purchases, the trick is to not disclose any
information to the involved party and withhold the feelings of interest in the commodity to be
purchased. Additionally, one should try gathering as more information as possible.
Distributive approach is more suitable in analog pie. The involved parties both want
to walk away with the biggest pie in the chart. This makes the parties to be competitive but
usually not healthy competition because they are not concerned of the future state of the
relationships. It is for this reason that the involved parties can be repulsive to change because
their interests take higher priority than the others party interest.
Integrative approach is mainly used when the involved parties have established a
relationship or are looking forward to establish one. This approach is used to resolve the
differences in families and offices. In this type of negotiation one has to identify her priorities
and the other party as well. It is important to note that what critical to one party may be a minor
concession to other parties. Therefore one should propose solutions that are gainful to both
PLANNING FOR NEGOTIATION
parties. Flexibility in this type of approach is an important virtue so as the relations are not
jeopardized
Integrative approach is associated with the following benefits. Firstly, it helps
the involved parties to maintain mutual respect because they want to maintain good relations.
Additionally, it is competitive unlike the distributive approach. I would recommend Michelle
too use this approach because they already have a relationship with the boss. Michelle also does
not seek to destroy the relationship because she still needs the job however the schedules are not
suitable.
Q2) Planning for Negotiation
When one has a negotiation meeting coming up, it is important to make proper
plans in order to achieve successful results. It is important to outline your priorities so that they
are not completely neglected during negotiations. It is important to establish the maximum and
minimum limits so that the best deal fits in within the range. Am going to analyze the plan that if
Michelle adopts that would help her achieve success.
To begin with, it is of significance that Michelle critically understands the issue
at hand. This implies she should understand what she wants and what her boss wants. In this case
time is the issue. Michelle wants to fit in a schedule that is relatively friendly to her day flow and
feels she should have been prioritized in the selection of schedules. However, for the above case
only senior employees who had the privilege to first choose.
The only schedule that was left for her was from 10.00 am to 6.00 pm from
Tuesday to Saturday. However, this is completely unfavorable because the daycare runs as from
8.30 am to 5.30 pm. If Michelle adopts option D schedule it would mean that she would always
PLANNING FOR NEGOTIATION
have to sneak out before her time is due so as to meet the daycare schedule. Sneaking out of job
or reducing work time translates to decreased productivity. Additionally, this could jeopardize
her relationships with the boss. It is therefore important for Michelle to organize a negotiation
meeting in order to make her understand her situation.
Besides the challenging schedule for Michelle she should clearly understand that
her proposal for shifts of schedules could be resented. The alternative schedules that would favor
Michelle situation is either option A: 7:00 am-3:00 pm M-F or option C: 7:00am-3:00 pm TuesdaySaturday (8:00-4:00pm on Saturdays). The BATNA alternative in this case is option C because it fits in her
schedule with no compromise. Despite the resentment Michelle should identify her strengths like the
fact she is a stellar employee and has been working for the firm for two years. This strength is a
bargaining tool. The other tool should be the bargaining currency where she can assure convenience
and quality delivery if offered the chance to shift.
It is highly important that Michelle plans for the meeting early enough before the new
routine is put in place. Considering it is a formal meeting it will be necessary that Michelle requests for
the meeting before the specific planned date of negotiation meeting. During the meeting Michelle
should remember to keep her ideas in check so that she does not miss out on important point. Most
importantly is that Michelle should be flexible and polite. Politeness helps keep the respect between her
and her boss ideal for purpose of their work relations.
Conclusively, since the negotiation is formal the agreements passed out should be
documented. Documenting is considered important incase ambiguities arise in future or incase it is
necessary to explain to other departments like the security department. Negotiations cannot be
separated with our life schedules. However we should always plan strategically so that they are
successful.
PLANNING FOR NEGOTIATION
References
Fisher R, U. W. (2011). Getting to yes: Negotiatimg Agreeement without Giving in. New York: Penguin
Books publishers.
Kolenda, N. (2015). Psychology and Marketing. NewYork: NewYork University Publishers.
Ricardo, J. (2009). principles and tactics of negotiation. Journal of Oncology Practise , 102-105.
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