Communication, Negotiation, and Conflict Resolution Analysis Report

This report provides a comprehensive analysis of conflict resolution, communication, and negotiation strategies within a workplace context. It begins by exploring self-awareness, interpersonal orientations, and moral development using the example of a sales manager navigating a challenging situation. The report then examines problem-solving techniques, including identifying creative blocks and employing analogies to foster innovation. The third section focuses on conflict management, using the collaborating technique to resolve interpersonal disputes. Finally, the report addresses leading positive change by discussing the need for adaptability and embracing new processes within organizations. Each section incorporates relevant theories, such as Vroom's Expectancy Theory and the Pluralist Model of power, to provide a robust framework for understanding and addressing workplace conflicts.

Communication, Negotiation
and Conflict Resolution
Student's Name:
Student's ID:

1
Table of Contents
Introduction......................................................................................................................................2
1. Developing Self-Awareness (Chapter 1).....................................................................................2
2. Solving Problems Analytically and Creatively (Chapter 3)........................................................4
3. Managing Conflict (Chapter 7)....................................................................................................6
4. Leading Positive Change (Chapter 10)........................................................................................8
Conclusion.....................................................................................................................................11
References......................................................................................................................................12

2
Introduction
Conflicts are inevitable in workplaces and could take place between colleagues, subordinates and
supervisors or between staffs and external stakeholders like regulatory agencies, customers and
suppliers. The members of the organizations comes from different backgrounds and have
different working styles but these conflicts can be managed and solved otherwise it can
negatively affect the working situations within the workplace. Managing these conflicts and
finding solutions to these conflicts is vital for all the members of the organizations such
employees, managers and owners. They must learn and practice efficient conflict management
skills for maintaining a positive environment in the workplace. The conflict resolutions helps two
or more parties for finding peaceful solutions to the disagreement between them. Whenever
conflicts arises, negotiation between them is best wat for resolving the disagreement. The paper
will analyze four situations of conflict and provide relevant solution to each of the situation of
the conflicts.
1. Developing Self-Awareness (Chapter 1)
Identification of Personal Stage of Moral Development
The personal stage of moral development is the Level 2, the Conventional level. In this level, the
social approval determines the behavior of the individuals. The person wants to win or maintain
the approval or affection of other peoples by being the right person (Whetten & Cameron, 2016).
The conformity to the rules of the society remains vital to the person (Lou, Changeux and
Rosenstand, 2017). But, the focus shifts from self-interest to relations with other persons and
systems of the society. The person tries to support the rules which are fixed by others for
winning their approval or maintaining their social status (Caldwell and Hayes, 2016).
In this case, after attending the conference, one of the managers came to office of Northwestern
division of a large clothing manufacturing company and told that he took some of his friends,
who were potential clients of the company, to Chicago for dinner at an expensive restaurant and
paid the total bill at his own expense account. But, his boss did not believed him and want proof.
He wants the sales manager of the same company to justify on his behalf that they were really

3
potential clients. He has to win the approval of the boss and prove that the other manager was
right.

4
Explanations of How Stage is Likely to Influence Behavior
The Conventional level will help the sales manager to prove that the other manager was right that
his friends whom he took to Chicago for dinner at an expensive restaurant were actually the
potential clients for the company. He will try to prove the manager to be the right person even
though the boss might judge the morality of his action by investigating its outcomes in terms of
relationship with the sales manager. This stage will make the boss to determine the behavior of
the other manager. The other manager wants to win or maintain the approval or affection of the
boss by being a good person. The conformity to the rules of the organization will remain vital to
the other manager. But, the focus might shift from self-interest to relations with sales manager
and systems of the organization. The sale manager will try to support the rules which are fixed
by the boss for winning his approval and maintaining his position and reality.
Identification of own Interpersonal Orientation
The interpersonal orientation is the cognitive style which can be helpful for the sales managers to
communicate the problem of the other manager of the same company. The person with cognitive
style are generally analytical thinkers and prefer logical thinking and focus on details (Rubensey
al.., 2018). He might emphasize on facts and details and prefer impersonal and rational
processing of the information from others. He may focus on the credibility and validity of the
information from others (Ioannidou-Koutselini and Patsalidou, 2015). He might also emphasize
on the planning as well as on preparation and clear actions and also focus on the processes and
follow up. The person with cognitive style also focus on the possibilities and spontaneity of the
information (Gill, Ramsey and Leberman, 2015). As an analytical thinker, the person might want
every detail of the situations and would not be satisfied with more ambiguity and fewer details.
The cognitive style can help to convey the data more efficiently, and the outcomes are generally
positive (Sutton, Williams and Allinson, 2015)
Explanation of How Orientation is Likely to Affect What One Is Likely to Do
The cognitive style of the sales managers will be helpful for him in communicating the problem
of the other manager of the Northwestern division of a large clothing manufacturing company.
The sales manager with this style will think analytically and prefer logical thinking and focus on

5
details. This analytical thinking will help to analyze the situation of the other manager and
would deal with it sensibly and logically. This style of the sales manager will can assist him in
expressing the situation to the boss more efficiently with the hope of positive outcomes. He
might emphasize on facts and details and prefer impersonal and logical processing of the
information from another manager. He may focus on the credibility and validity of the
information from others manager He might also emphasize on the planning as well as on
preparation and take clear actions before going to the boss and also focus on the processes and
follow up the outcome the case. The person with cognitive style also focus on the possibilities
and spontaneity of the information.
Theory
The sales manager can use the Expectancy Theory of Vroom for motivation. This theory will
make him motivate for exerting higher level of efforts since he knew that there are connections
between the efforts put forth by him to convince the boss, his performance that is ways of
convincing the boss and the outcomes he will receive. The purpose of this theory is to increase
the pleasure and reduce the pain. Expectancy Theory demonstrates the higher the efforts the
higher the performance. If the performance of the sales managers is better, then he might receive
a valued outcome for the other manager.
2. Solving Problems Analytically and Creatively (Chapter 3)
Identification of Possible Blocks to Creativity
The possible block to creativity is the work habits which do not work. The lower-level manager
in the Boise firm has been working for 15 years in this company, and he likes the old system of
his company. The new boss of the company brought changes in the organization. Although the
lower-level manager tried to be diplomatic and showed that he supported the changes, he does
not see any reason for the changes. The new boss implemented new reporting procedures, new
meeting schedules and new budgeting process in the firm. There might be no high drama, but the
lower-level manager is only trying to work in such ways which are not compatible with his
creative procedure (Cybulski et al., 2015).

6
He might not have set up systems for dealing with the vital tasks like reporting procedures,
meeting schedules and budgeting process and hence they might be interfering with his real
works. The creativity is connected directly to changes that could push him outside his preferred
domain of comfort (Zedelius and Schooler, 2015). If he relies too much on his habitual actions,
he may not be able to challenge himself in moving himself outside his comfort zone and
exploring more creative options for him. This creative block may contribute to the sense of low
creativity of the low-level manager.
Identification of a Creative Analogy
I faced a difficult situation in my college when I newly joined my college. I was not at all
comfortable with my new classmates of my class since I was little introvert and was finding it
difficult to adjust with them. At that time though I was not comfortable, I learned to adjust with
them by slowly starting to interact with them. During my interaction with them I found them that
they are friendly and became comfortable with them. I found out that I could adjust with them in
the class and has been studying and sharing my educational-related problem with them. They
have become more than friends to me.
In the present situation, analogy can be a creative method to solve the issue of the lower-level
manager in the Boise firm. It can help him generate a new solution, identify the potential issues
which had not been raised, find extra functions which could be exploited and explain the ideas to
others. An analogy can be useful got him to stimulate both convergent and divergent thinking
methods and combat against the problem (Weisberg, 2015). It can also help to think critically in
solving the issue by creating something creative. The process motivates creative thinking and
creates a relaxed and open environment to think creatively. The lower-level manager can easily
find a solution to his issue faced by him.
Bringing Back Analogy to Provide a Creative Solution or New Viewpoint
The lower level manager needs to step back and look at the ways of his working and his pain
points. If its reporting procedures, he must learn the new reporting procedures to deal with the
reporting systems. If its new meeting schedules, he should learn to adjust with new meeting
schedules to attend the meetings on time. If its new budgeting process, he needs to learn the new

7
budgeting process to carry on a budget of the firm properly. The lower level manager must find
space for improvisation since there are no hard and fast rules and the only rule is to find out
whether the new work habits are working for him or not (Boccia et al., 2015). He has to look for
the correct balance of the spontaneity and methods for his creativity to develop and grow.
Whether it is modification or restructuring to the well-established processes, changes could
unsettle the staffs and adversely affect the company (Birgili, 2015). He has to stay positive and
challenge himself to accept and adjust with new processes implemented by the new boss of the
Boise firm. If possible, he can express his concern directly to the new boss individually. The
changes can threaten the stability and comfortability of the routines of the employees. The lower
level manager needs to take time to observe the changes and their impacts on the other
employees and the organization overall (Dumas, Schmidt and Alexander, 2016). He might take
steps later for dealing with the concerns which he might detect. The lower-level manager can
seek guidance from the management as he feels isolated and uncertain from the decisions of the
new boss. He has to be honest and transparent and use open lines of communication while
interacting with the management (Sowden, Pringle and Gabora, 2015).
Theory
The lower level manager can use Pluralist Model of power which can help him to create a group
of like-minded employees in the organization. It can help him to gather power to express his
thoughts to his new boss regarding the changes in the Boise firm. The group can provide more
effective of representation on behalf of the lower level manager of the Boise firm. The larger the
team, the more impact it would have on the new boss of the Boise firm. In this theory, at the end,
the strategies are set up through negotiation and have the tendency to be fair for all the
employees.
3. Managing Conflict (Chapter 7)
Use of Recognizable Conflict Resolution Approach
The collaborating technique can be used as a conflict resolution approach to solving the issue of
speaking loudly by the office neighbor over the phone. This technique can ensure that both the
sides are satisfied and for that, an open discussion of the issue, finding an alternative solution and

8
committing and honesty from both the parties are needed. For reaching a successful solution,
both the parties involved in the collaborating technique must have the capability to think
imaginatively and surface the issue in non-threatening ways (Day, 2015). In this approach, both
the sides have to try a mutual solution that can truly satisfy the needs of one another.
It can be the best way for merging the insights from both the sides on the particular issue and the
outcome could be strong commitments to the resolution from both the sides. Instead of trying to
find some middle ground solutions. This technique will aim for a solution which can actually
satisfy both the parties and end up being a win-win situation (Van Eeden et al., 2018). The
collaborating method can be suitable since the concern needs to be solved, office relation is
present among both the parties and the final resolution must not displease anybody in the office.
Explanation of Appropriateness of this Approach
The appropriate use of the collaborating technique consists of learning, merging ideas,
combining solutions, enhancing relations and gaining commitments (Chen, Chang and Lo,
2015). The benefit of using collaborating method is that it can make both the parties involved in
the conflict feel understood and valued. When the parties in the conflict listen to one another, the
problem can be solved. If both the sides in the conflict express the totality of their concerns, it
could foster mutual respect, empathy and understanding. One more benefit is that it can set the
tone for solving conflicts in future and provide shared responsibilities to both the parties in
resolving the issue.
The conflict is that one of the office neighbor speaks loudly on the phone and that disturbs one
employee and make him feel irritated. It became a regular concern for him, and so he wants to
resolve the issue. The collaborating technique can help solve his concern as this technique helps
in facilitating the peaceful ending of the conflict (Tjosvold, Wan and Tang, 2016). Moreover, in
order to achieve this solution, collaborating technique stress on the needs of the sides to listen to
their concerns and needs. The collaborating technique can be suitable since the matter needs to
be solved, office relation is present among both the parties and the final resolution must not
displease anybody in the office. The approach needs to be non-confrontational as well as mild
since the aim to make both the sides feel comfortable to express each other's viewpoints.

9
Identification and Explanation of Reasonable Alternative
The alternative solution for conflict resolution can be comprising technique since this technique
is often a valuable skill in the office. This technique can help to balance the needs of both the
parties in the conflict by motivating both of them to accept at least some points of both the sides.
This technique can be time-consuming and need more people skills than other techniques of
conflict resolution, but it is also considered a less problematic method in a business atmosphere
than collaborating technique of conflict resolution. In this method, both the parties can feel that
their issues have been listened and could best negotiate a solution which can meet at least some
of the needs of both the parties (Gao, Zhang and Shen, 2019). When a reasonable compromise is
found, the parties in the conflict can feel that they have been at least taken seriously.
Both the sides have to be cooperative and assertive and must be ready to deal with some of their
needs for winning concessions from the other party (Hall and Butler, 2017). Both the parties can
walk away with at least some sense of win since both of them will not like to walk away with the
feeling as if they have lost everything from the deal. In this technique, both of them can walk
away with something for a showing off their efforts, and that is the reason this technique of
conflict resolution is considered as a positive technique. They will earn respect for their willing
to compromise and will be perceived as their sign of maturity and their willingness to become a
team player.
Theory
The employee can use Morton Deutsch: Cooperative Model for the issue of speaking loudly by
the office neighbor over the phone. In this theory, the nature of the conflict and the aims of each
side are significant to determine the type of orientation one party will bring for negotiation to
resolve the conflict. There are two orientations involved in this theory, cooperative and
competitive. If the employee choose cooperative orientation, it will create an environment of
trust and will lead for settlement. If the employee choose competitive orientation, it will lead
towards win-lose outcomes and create an environment of distrust and animosity between two
parties.

10
4. Leading Positive Change (Chapter 10)
Establishing a Climate of Positivity
First of all, the manager of the large sausage manufacturing company needs to develop a climate
of positivity in the company. The manager has to create a positive energy network since the
success of the company depends on highly energetic and motivated employees those who are
excited regarding their works. The employees cannot work in a vacuum, and so the managers
have to become a strong leader with enthusiasm and a positive attitude to spare to create a
positive environment for bringing the changes in the company successfully (Alavi and Gill,
2017).
The manager has to make sure of a climate of compassion, forgiveness and gratitude in the
organization. These are considered as the dimensions of employee performance in the
organization. The manager can show gratitude to the employees by positively embracing them
while expressing their appreciation of their hard work or writing a thank you email or card. The
organization with forgiving culture can experience more trusting alliances among the employees
and the manager and also helps in restoring their positive energy. Showing compassion can help
to sustain work-related motivation and job satisfaction.
The manager needs to pay attention to strengths and the best self by providing feedback on the
strengths and capabilities of the employees of the sausage manufacturing company.
Compassionate, honest, clear positive feedback which catches the problems at ground level could
contribute directly to accountability, trust as well as improved performance of the employees and
help the manager to bring changes in the company.
Creating Readiness for Change and Articulating a Positive Vision
The manager of the large sausage manufacturing company must create readiness for change in
the company and articulate a positive vision. He should benchmark some best practices in the
organization such as goal standards, comparative standards, ideal standards, stakeholder
expectations and improvement standards. He can introduce some symbolic events for the
employees or an event that can signify a new future. The manager can also form a new language
for describing the old realities. All these can help the organization in building and achieving new

11
objectives successfully. By evaluating the company and employees' readiness, some strategies
can be put into place by the manager for making it possible to perceive the desired changes
easily and quickly.
Articulating a positive vision is also vital for the manager to create a positive climate in the
organization to bring the changes. The vision of the manager is empowerment and teamwork and
reorganizing the employees into self-directed teams. The vision can be turned into outcomes by
having conversations with the employees of the organization (van Dijk, Picken and Kadieva,
2019). At the time of each conversation, the manager must share his vision and ask each
employee to what the vision means to them. To make the vision come to life, it needs to have
meaningful individually. Once the employees in the organization identify the meaning of the
vision to them, the manager must ask them their individual vision and its potential contribution
towards the bigger vision of the large sausage manufacturing company. Then he can ask them
how he could support them on their journey.
Identifying and Explaining Actions to be taken
The actions that the managers can take for bringing positive changes in the large sausage
manufacturing company are as follows:
Creating a Sense of Urgency around the Need for Organizational Changes - The manager
needs to collect strong information from the customers as well as other external stakeholders
urgently to present the need for changes in the large sausage manufacturing company.
Forming a Guiding Coalition - The manager must demonstrate his strong leadership skills for
bringing successful and positive changes with the support of influential employees of the
company those who represent all the significant departments of the company (He and Oxendine,
2019).
Creating a Positive Vision for Change - The manager should define a compelling, clear and
positive statement which can capture his perceptions as the future of the company and also the
strategy for implementing his vision.