Scenario 2 Joe and Kim Khan have worked out their differences—sort of . While Ki

Question

Scenario 2 Joe and Kim Khan have worked out their differences—sort of . While Kim no longer takes pot shots at Joe for his lack of experience, Kim and Joe have clearly different perspectives on how to perform their jobs, serve customers, and treat employees. Jim Talent continues to encourage Joe to work with Kim to address their relationship issues. This will be particularly important because Joe and Kim will need to present a united front in an upcoming negotiation they’ll be having with representatives from Do or Dye Tools Among the recent issues that have created concerns are the following: 1. Store policy regarding returns. The standard store policy is a 30-day “no questions asked” policy. After 30 days, store policy is generally to give store credit. Kim routinely promises customers who purchase tools full money-back guarantees, regardless of how much time has passed. Customers then refer to Kim’s representations when they come to the customer service desk that Joe manages, making claims for money back for tools returned beyond 30 days. Kim thinks that Joe and his team do not understand the need to work around company policy at times in the interest of “putting the customer first.” Joe and Kim must come to agreement on what “putting the customer first” and honoring store policy mean, and whether these two concepts are compatible or mutually exclusive. 2. Philosophical disagreement over “handshake” deals. Kim tends to make informal handshake deals with vendors. Kim did this with Do or Dye Tool’s former representative, Axel Rod, regarding the sale of its Super-Deluxe 15-90 Power-Matic Reversible Drill/Screwdriver set and accompanying package sets of drill bits and screwdriver heads. This deal has angered Vic Vendor, Do or Dye’s current representative, and could result in Do or Dye severing its business relationship with More Power. Although Kim may have rational reasons for doing this, Joe believes that such actions reflect poor business practice. Before meeting with Do or Dye, Joe and Kim must agree on how they will represent More Power and the level of formality or informality that is appropriate when negotiating. 3. Treatment of employees. Kim’s actions create a “spillover” effect on Joe’s customer service desk team because they must manage the customer service issues that Kim’s actions generate. When Kim’s actions appear to run contrary to store service policy, some of Joe’s employees have attempted to address any misunderstandings with Kim directly. Kim’s response has been gruff, dismissive, and defensive. Kim makes clear that these actions will continue in the interest of serving customers without apology for the impacts on Joe’s team. Kim clearly has little tolerance for what appear to be arbitrary procedures that interfere with good customer service. Joe’s employees complain about Kim’s gruff manner and express concerns about being caught between a rock and a hard place: They will either get in trouble for running afoul of store policy by honoring Kim’s representations to customers or incur the wrath of Khan and customers by holding customers to store policy despite Kim’s representations to the contrary. Joe and Kim must come to agreement about how to work with Joe’s employees, how to avoid situations that put employees in this bind, and how to serve customers in a consistent manner. Question: 1. Define the major conflict issue. 2. Identify the conflict resolution components. 3. Remember: Often, the issues, emotions, and relationships are directly described in the case, whereas the source of the conflict is not. 4. If necessary, indicate how organizational factors affect the conflict resolution process.

Explanation / Answer

Here the major conflict in this case is Kim and Joe working together with different approaches on how to do their jobs. Their boss Jim Talent needs them to work on their working relationship in order to improve their work and also take on a new task of negotiating the contract with Do or Dye Tools.

Because of lack of communication, which leads to customer confusion and upset business partners such as the issue with Do or Dye Tools. The communication is merely a surface issue and a cause of the major conflict issue at hand. Let’s review each of their differences.

But a verbal promise is a promise, but within the confines of a professional atmosphere a promise is child’s play. A true professional puts important things in writing. Kim still believes there in a sand box, while Joe is much more formal. These two employees disagree on procedures for store returns and conducting deals. Simply put these employees have different perspectives on how to conduct everyday business.

But they can identify their own interest, communicate them, and understand the interests of the other party, then resolution is possible. Joe has a more interest based approach to conflict, meaning that he places a focus on relationships. The interest based approach takes into consideration the underlying needs, wants, values, and goals of the parties. Here Jim Talent, the store manager, is expecting Joe and Kim to work through their differences and prepare for an important meeting with a vendor.

They also approach individuals take to resolve conflict will depend on the nature of the conflict and the parties’ perception of their options for having their needs met but both Kim and Joe need to realize that they both need to claim ownership in order for the conflict to be assessed and resolved, so their work relationship will become more tolerable.

In order for Jim and Joe to resolve their conflict issues, a mediation component may be helpful. According to mediation has become a growing strategy for managing conflict in the workplace. This field of study has evolved to the point that firms have begun hiring internal mediators to assist in resolving disputes. For this scenario, the media to would be a neutral unbiased party that will focus on “achieving an outcome” on Jim and Joe’s terms.

By hiring a professional mediator, both Jim and Joe will have the opportunity to discuss their feelings one on one with the mediator and voice their opinions without interruption. This will in turn help improve dialogue and empathy between the two and aid in reaching an agreement to solve their current issues. In addition, a proactive negotiation approach may elevate working levels. In order to carry out this approach, Jim and Joe must be able to properly identify the potential triggers of their conflict and address the sources. Certain sources presented in the scenario are Joe’s excessive workload and understaffed department; which in turn cause undue stress on Joe and his staff.

Correspondingly, Joe has not taken on the responsibility to discuss with Jim or the other managers about finding a solution to ease the workload of everyone. Also, Joe can implement the six steps of conflict resolution through supportive strategy works by resolving conflicts that involve two or more people and consists of six steps. In succession these steps are to “identify problem ownership using your “window on behavior”, research and reflect, select an alternative to follow using the “three alternatives rule”, rehearse, meet to resolve the conflict, follow through and follow up”.

Here Joe can identify the problem ownership by “looking into a mirror” and taking an inventory. He can do this by looking at his reflection in a mirror and envision a line going across it from one end to the other. He can think about his behaviors and separate them by placing the positives above the line and the negatives below it.

Situation Analysis: Another part of the analysis is to explain the mechanisms that are causing the conflict.

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