Mgt-445 Third Party Conflict Resolution

Third Party Conflict Resolution

Organizational Negotiations – MGT/445

Third Party Conflict Resolution

In the course of negotiations, because of interpersonal or extra personal reasons, conflict may arise that gridlocks the negotiation process. At these times, it is important and sometimes necessary to introduce a third party into the negotiations to aide in conflict resolution. Many intervention strategies are available, from mediation to integration. Consideration of the pros and cons of each is needed, as well as having contingency or alternate conflict resolution strategies. For better understanding, it is useful to discuss these strategies in an example.

Case Summary

At Seatcor Manufacturing Company, Joe Gibbons, vice president of a plant has excluded the assistant vice president, Charles Stewart, from the five-year upgrade plans for the plant. Joe is scheduled to retire in two years and Charles will step into Joe’s role, which makes this exclusion of Charles from the five-year plan disconcerting to him. Joe has a history of feeling threatened by talented associates and tightly controlling all decisions. Charles is upset that Joe excluded him from the decision-making process and is concerned that it is affecting his working relationship with Joe.

Joe and Charles must work together so Charles can take over Joe’s position in two years. Charles needs the training time with Joe, and Joe must be willing to turn over some control and share his experience and knowledge. Joe has been with the company for 38 years and has a plethora of information critical to the successful operation of the plant. Without their cooperation, the transition of Joe’s retirement and Charles’ promotion will be difficult at best.

As the senior vice president of operations and chief operating officer, Team A must decide how to intervene and negotiate by first reviewing the pros and cons of each strategy.

Negotiation Styles

Avoiding: Represents a low level of concern...