Deck 10: Handling Difficult Conversations, Conflict, and Negotiation

Question 1

Was this conversation effective? Why? What do you think is happening?

Answer 1

In the absence of their boss, employees MY, JM, and DE discussed about the changes to be implemented in the logistics delivery, for ease acquisition of key components. All of them were putting forth their views on the changes that have to be implemented.
As the boss DP rushed into the office, all the employees dispersed to their cubicles. DP asked them to gather, as he just wanted to discuss about the changes to be made with the logistics. DP was focusing on to provide better facilities for the production unit in procuring the key components through a change in logistics delivery system. The boss asked to put forth their opinion on this status.
Here, the employees were not expressing their previous views about the changes to be made, but were talking in favor to their boss.
Effective conversation could not be seen between the boss DP and his employees as the conversation lacked the points as follows:
• The team members MY, JY, and DE were not relieving their true feeling about the situation.
• The views between the boss and employees were divergent in nature.
Boss was giving half the opportunity to the employees for expressing their views. Even though DP asked his employees to express their views, he was interrupting at every new point put forth by MY, JY, and DE. Here, DP has to give a chance to MY, JY, and DE to individually express their opinions, and then speak his point of view.

Question 2

What options do Ben and Casey have for helping resolve the conflict between Johnna and Robert? What conflict management styles might they adopt for this meeting?

Answer 2

BD and CS having a cup of coffee were discussing on the issue faced by JH and RB. The company was trying to reduce its cost of production by outsourcing its production unit to the country CH. The problem here is the conflict between JH and RB, as both have their own perception towards the problem being faced by the organization.
Both JH and RB hold pros and cons in their thought process. BD and CS focusing on each of the factors wanted them to resolve their conflict, and best utilize their skills to improvise the organization's operation in the country CH.
Both of them were having good reputation in the business, but their focus was diverging as both of them were against each other. BD and CS decide to compromise each of them by resolving their conflicts.
BD and CS, focus on the type of conflict could have opted any of the conflict handling styles that well suits the situation. Any decision taken by BD and CS should be pointed based on their working ability and the goals of JH and RB.
Options out of all different management styles:
• Dominating style: Board members focus much on the output, irrespective of relationship building. Cost-cutting was the issue for the management, so taking a decision which is in favor of any of the participants may disappoint another.
• Bargaining style: When both the parties have good value and reputation, importance is given to both. The focus is on output with good relationship building
• Collaborating style: This is a win-win strategy where, both the participant views are considered before making a final decision.
Dominating style and Collaborative style is not a good option to be opted by the board of directors, as both of them will wreck the organization in the long run.
Here, using the bargaining style board of directors has to make JH and RB analyze the gains and losses due to their decisions, i.e. pros and cons. Once they come to know the difference, there should be a compromising session where, both JH and RB discuss on their views and come to a conclusion.

Question 3

Do you think it's appropriate for Steckel to raise issues with Foreman when he is upset and angry? Would it be better to have this conversation when he is calm and rational? Why? How would you start the conversation to achieve a better result?

Answer 3

Person DF being the advertising executive at SA magazine faces a turn off in his life when his magazine is bought by GB Corporation. Later on, DF was demoted from his designation and was employed as wingman under the boss CD.
Wingman DF was accountable for the client's relationships, whereas CD focused on the synergy and other promoting activities. When the GB Corporation faced the recession, it was taken over by the new boss named MS. MS forces CD to fire DF, but DF refuses to do so by stating that the company will lose the advertising contract. So, MS orders both DF and CD to come up with a new project within 24 hours keeping their jobs online.
It is always appropriate to handle the difficult conversation with proper preparation and process. Here, MS not only raised the issue, but also tried to combat against DF, when he was emotionally running high. It is not appropriate for MS to raise the issue with DF, as it may result in the outcome as follows:
• Lack of understanding
• Disagreement on the points put forth by the boss
To achieve a proper outcome, conversation should be pre-planned and should be done with an appropriate process. The pre-planning consists of key points the boss, MS has to focus on. These points are as follows:
• See that DF is in peace of mind before putting the point
• Should try to explain the issue, and never combat
• Seek the information, empathize it to understand it from DF's perspective
• Talk about the business needs and expectations, and solve the issue rather than assigning time challenging tasks

Question 4

Who would you say is more responsible for the communication failure among the participants? Why?

Question 5

What suggestions would you make to help board members arrive at a good decision?

Question 6

At what point did the confrontation become a negotiation? What negotiation leverage did Duryea use to forestall the firing of Foreman?

Question 7

What communication process would you recommend to get more of the information and true opinions of the participants out in the open? How would you guide that process?

Question 8

What styles for handling conflict appear among the board members? Explain.

Question 9

What conflict handling style is used by Steckel? Explain.