Hi everyone! This blog post would be a response to answering questions regarding the case study. Before we start, this is what it looks like is happening to me in the case study.
Identify one of the conflict-handling styles (accommodating/avoiding/competing) used in this scenario. How did you determine that?
One conflict-handling style used in this scenario is Collaborating. It is used by Kay. In the case study, it is said the Kay believes Robert’s team has outstanding achievements and is valuable. However, she also has to think about the company, as the company is expanding and diversifying, which also requires funds. Hence, instead of rewarding Robert’s team with monetary increase, she is willing to sit down with Robert and discuss how his team can get involved in the new project, offering potential opportunities such as new job roles, overseas assignments, and promotions within the new project. This suggests that Kay is open to finding a mutually beneficial solution where both parties’ interests can be addressed. Her conflict-handling style focuses on finding win-win solutions and working together with Robert to reach a consensus.
Choose one of the characters and determine what bargaining approach (distributive or integrative) is used. How did you determine that?
Robert uses a Distributive bargaining approach. In the case study, after Kay told Robert about how she was willing to offer other options rather than a monetary increase, he was adamant that his team needs to be compensated with money. Robert is strongly defending his stance, with no intention of considering Kay’s viewpoint and offer. He is arguing from a selfish position of only what he wants, which will eventually lead to a Win-Lose outcome. In such a scenario, the WATNA (Worst Alternative To Negotiated Agreement) is that Robert gets the union involved, leading to much time wasted. The company has to put a halt to its expansion and diversifying plans, while Robert might eventually gain a bad reputation for himself even though he gets compensated with the monetary increase that he wanted so badly in the first place.
What aspect of interpersonal communication is contributing to the poor working environment? How is this demonstrated in the case?
The poor working environment stems from the lack of effective communication and understanding between Robert and Kay regarding their perspectives and priorities. Robert is focused on immediate monetary compensation for his team, while Kay is considering the long-term company goals and how Robert’s team can contribute to the new project.
In the case study, Robert has an adamant stance on the monetary increase and threatens to involve the union if his request is not met. He appears to be unwilling to consider the company’s plans and long-term strategies, which leads to a conflict between his team interests and the company’s broader objectives. On the other hand, Kay’s willingness to discuss potential opportunities for Robert’s team in the new project demonstrates her more collaborative approach and consideration of the bigger picture.
The lack of effective communication and understanding between Robert and Kay is causing tension and conflict, creating a poor working environment. To improve the situation, they need to engage in more open and constructive communication, where both parties listen to each other’s perspectives and work together to find a mutually beneficial solution that aligns with the company’s expansion plans and rewards Robert’s team for their contributions. More importantly, Robert should be less aggressive towards the whole situation and be more willing to compromise.
Using Hall’s context model (high and low context culture), describe one of the characters’ behavior. How did you determine that?
According to the case study, Robert is requesting an 8 percent raise for his work unit based on recent finance reports showing their substantial contribution to a 15 percent profit increase for the organization. He believes his team deserves compensation for their hard work and long hours to achieve this outcome. He is also a union member and threatens to involve the union if his request is not met.
Robert’s behavior suggests that he is exhibiting characteristics of a low-context culture.
- Explicit Request: Robert explicitly asks for an 8 percent raise for his team based on the finance reports, showing that he values direct and explicit communication when making his request.
- Large Focus on Quantitative Data: He emphasizes the numerical data (15 percent profit increase) to support his reasoning for compensation, which aligns with the low-context culture’s preference for relying on concrete and measurable information.
- Individual Assertiveness: In situations of conflict or disagreement, individuals in low-context cultures may openly confront the issue, engage in debate, and strongly advocate for their positions. Robert’s threat to involve the union indicates an individualistic and assertive approach in seeking his team’s interests, focusing on the needs of his teammates.
In low-context cultures, individuals tend to be more direct in their communication, value data and evidence to support their arguments, and place greater emphasis on individual assertiveness. Robert’s behavior, as portrayed in the case study, aligns with these characteristics, suggesting that he exhibits characteristics of a low-context culture.
Summary
Overall, I believe that with the right communication and conflict-handling style, Robert and Kay would be able to solve their issue in a way that benefits both Robert’s team and the company’s expansion plans. They currently have differing priorities and perspectives, but by engaging in open and constructive dialogue, they can work towards a win-win solution.
References
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