Case Study Analysis

Scenario

Conflict-handling Style Used

Figure 1, from Lumen Learning

Robert was using the “Competing” conflict-handling style in this scenario. Users of this style negotiate to maximise their results at the expense of the other party’s needs, adopting a “Win-Lose” mentality. This can be reflected as even though Kay has outlined for him the consequences his demands would have on the company’s future growth, and provided an alternative solution for his department which might provide better prospects, Robert was still stubbornly insistent on getting his initial demand of an 8 per cent raise for his team met.

Bargaining Approach Used

Figure 2, from Get Smarter

Robert was using the “distributive” bargaining approach. Users of this type of bargaining approach argue from the position of only ‘what they want’ and refuse to consider options other than their competing viewpoints. This is reflected in Robert’s response refusal to consider the alternative Kay suggested even before consulting his team about their opinions of the potential long term gains. Robert was being insistent in his demand as the only outcome, even going as far as employing coercive behaviour to get his demands met, quote “went as far as threatening to get the union involved if his request is unsuccessful.”

Aspect of Interpersonal Communication contributing to the poor working environment

The lack of mindful, effective listening by Robert due to his attitudinal barriers contributed to the poor working environment. This is demonstrated in Robert’s failure to see the big picture of how Kay’s alternative might provide better long-run benefits for his department and the company, with “new job opportunities, some overseas assignments, and possible promotions to various leadership positions within the new project”, because he was preoccupied with achieving his demands and insisting on his way by being adamant. The poor Emotional Intelligence displayed by Robert through his lack of Self Regulation also contributed to the poor working environment. This is demonstrated through his response in threatening to involve the union to achieve his demands, which shows he is reacting emotionally rather than objectively.

Hall’s Context Model

Figure 3, screenshot from lecture slides

Based on Hall’s Context model, I would categorise Robert as “High Context“. This can be seen in Robert’s strong sense of group identity with his team members, as he even went to the extent of compromising his trustworthiness as a director by threatening to go to the union, for the sake of getting the compensation he feels his team deserves. Furthermore, this “High Context” behaviour could be seen in his chronicity as he does not value the company’s linear timeline for expansion and growth and believes that the reward for his department members can come first.

Conclusion

In conclusion, Robert’s conflict-handling style was detrimental to the company’s growth and created a negative working environment. His lack of effective listening and emotional intelligence compromised his trustworthiness as a director. In any environment, is it important to consider the bigger picture, effective communication and emotional intelligence in conflict resolution, prioritising long-term growth over short-term gains.

Reference List

Hendrikse, N. (2021) Negotiating for Success, GetSmarter Blog. Available at: https://www.getsmarter.com/blog/career-advice/negotiating-for-success/ (Accessed: January 27, 2023).

Lau, J. (2023). Interpersonal Communication [PDF Document]. Retrieved from Moodle. (Accessed: 27 January, 2023)

Learning, L. (no date) Organizational behavior and human relations, Lumen. Available at: https://courses.lumenlearning.com/wm-organizationalbehavior/chapter/conflict-management-styles/ (Accessed: January 27, 2023).