Conflict Management and Negotiation Critical Thinking - Essay Example

? ` Conflict Management and Negotiation Critical Thinking Affiliation Introduction Conflict management is the practice that helps recognize as well as deal with disputes that occur in an effective, rational, and balanced way (Deutsch & Coleman, 2000). It is implemented in a business environment, involving an effective communication, abilities in problem solving as well as good skills in negotiations, which resume the focus on institutional objectives (Diehl & Lepgold, 2003). On the other hand, critical thinking enables clear and rational thinking. It is related to the ability of engaging in independent as well as reflective thinking. A person thinking critically is able to understand the connections logically among ideas, to construct, evaluate as well as identify arguments, have a good reasoning and detects mistake, be a systematic problem solver, come up with ideas that are relevant as well as their importance. Negotiation entails settling differences, thus negotiation and critical thinking can help in solving conflict management (Weiss, 1994). In this regard, the analysis involves a conflict between Kelly and Mr.Higashi. Analysis Kelly ought to have called Clair to rule out and deal with the problems and difficulties faced by participants of the JET program in the host institutions. In case Clair could not solve Kelly’s problem at this level, or the grievances between the host institution and the JET participant differed, she could employ several non-Japanese coordinators to intervene and come up with a solution regarding the JET participants. Kelly would first have to discuss the issue with Mr. Higashi using the JET contract she signed because it had the terms of sick leave, which Mr. Higashi had been assuming. Mr. Higashi claimed that Kelly was just pretending with the aim of extending her weekend. During the discussion, Kelly would be tempted to rush or even be cruel as well as end up saying unnecessary things, which would end up causing her more problems. Dealing with a conflict is challenging, especially in a positive way, although it is worth taking the challenge (Nijimeh, 2008). The dispute concerning Kelly emerged when she fell ill one Monday and called her supervisor informing him of her condition, which could not allow her to report to the office that day and the day that followed too. Before the conversation ended, Mr. Higashi told her to ensure she visits a doctor and report with a doctor’s prescription; Kelly did as she was told and reported after two days with a doctor’s prescription. Kelly took it to Mr. Higashi who asked if she was well and she said she was ready to work. She went back to her desk, and after a few minutes, an accountant brought to her desk some papers for signing. As she was in the process, she realized that she was signing for two days of paid leave and not a sick leave. When she tried to point out the error to the accountant, he said it was correct and no mistake was made. Kelly took the papers to Mr. Higashi but he also said there was were mistakes made, as it was a standard procedure for the Japanese. Kelly tried to argue that she was not Japanese but Mr. Higashi told her she better start doing things Japanese way. Later, Kelly tried to point out the sections on the sick leave to Mr. Higashi but it was all in vain. Concerning Mr. Higashi; he was very good at the beginning when Kelly was coming to Japan because he arranged on Kelly’s housing and took her for shopping. Later on, he changed to be the worst enemy because he treated JET participants unfairly. He did not perform his duties as per the contract but rather end up stressing his colleagues. This is clearly seen when Kelly became furious and threw the JET contract to his desk pointing out the section, which stipulated the number of sick leaves that one was entitled to and Kelly demanded that he should honor the contract as it was written. Mr. Higashi looked agitated saying that he had an urgent meeting and would discuss the issue later. This shows that he realized the mistake he made and was confused of what to tell her. The dispute for Kelly is that she was shocked and frustrated after contradiction of her preconceived ideas concerning this work experience during the first six months of her coming. Cultural dissonance brought about confusion as well as offense when a clash occurred because of varying scripts, principles, norms, and matters associating to power and social class. Kelly and Mr. Higashi became angry when their personal goals appeared to be hampered by the opposing actions of the parties involved. The ALTs were annoyed and felt resentment because of Mr. Higashi’s duration as well as intensity of positive emotion. They were also frustrated by his inefficient management skills. The rising intensity from the parties’ negative emotions obstructed any kind of remedy concerning the significant conflict about sick leave. A compromise is usually held when adjectives are of importance, although not worth the effort or even potential disruption, which is likely to result from an assertive behavior. This is to have a standoff, a temporary settlement for complex problems, and expedite an action if time is important, if a collaboration or competition fails (Budjac, 2006). Thus, in our case, a compromise cannot work well because it is an issue involving facts, and there is a need to come up with a solution, which will avoid a repetition of such a conflict in the organization. On the other hand, according to Trslan (1993), employees with equal powers usually apply compromise but we find that in this case, they have different powers because one is a subordinate of the other. In this situation, there are tangible factors, which include the JET contract. The document contains what the JET participants should do or should have while at their host institution. It outlines that in case of a serious sickness or even an injury resulting to inability to work, a special holiday should be entitled to the participant. There is also the sick sheet, which contained the doctor’s prescription. This is also a tangible factor in this conflict; this is because, one needed it to be granted a special holiday, which is the sick, leave. In the presence of all these, Mr. Higashi just ignored them because he insisted that Kelly should be deducted salary for the two days she was sick. On the other hand, there factors that were intangible; one of them was when Kelly told Mr. Higashi that the deduction of sick days from the salary was fine with the Japanese but she preferred doing things the Canadian way. Mr. Higashi replied saying that since she is in Japan and she had better started doing things the Japanese way. This made Kelley very furious that she looked at her colleague without believing what had just happened. The phrase saving face can be said to be the act of preserving dignity (Lebdun, 1998). In our situation, saving face is important to Mr. Higashi. This is because, he is Kelly’s supervisor, and as usual, Kelly is supposed to respect his boss whereas the supervisor should give Kelly the respect that she deserves. When Mr. Higashi treated Kelly unfairly, he lowered his dignity to Kelly because she will only be serving him as a boss, without any respect due to the hatred between them. It is also clear that Mr. Higashi is far much older than Kelly is and as expected, the younger ones should have respect for their older colleagues, but it can be absent due to the low dignity that Mr. Higashi has for Kelly. The tangible factors hold more importance in the case. This is because they carry the evidence regarding the manner the JET participants should be treated as well as their rights. If the factors were not present, it could be hard to deal with the conflict at hand, but with their help, it will be much easy to solve the conflict. This is very true for both Mr. Higashi and Kelly. They were very good friends at first but they ended up hating each other. This was brought by Nr. Higashi who believed that Kelly was not actually sick, but intended to extend her weekend, although this was not the case. Conclusion Conflicts are likely in organizations as well as in our daily lives. In the case, the conflict can only be solved through negotiation and critical thinking, which the participants are Mr. Higashi and Kelly, although Mr. Higashi is the main cause of the conflict. Through conflict management, a solution can be drawn to avoid a similar conflict in future. References Budjac, B. (2006).Conflict Management: A Practical Guide to Developing Negotiation Strategies [Paperback]. USA: Prentice Hall. Deutsch, M., & Coleman, P. T. (2000). The handbook of conflict resolution: Theory and practice. San Francisco, Calif: Jossey-Bass. Diehl, P. F., & Lepgold, J. (2003). Regional conflict management. Lanham: Rowman & Littlefield. Lebedun, J., American Media Incorporated, & Business Advantage Inc (1998). Conflict management. West Des Moines, Iowa: American Media Publ. Nijimeh, R. (2008). Dealing With Conflict In A Positive Way. Retrieved from http://ezinearticles.com/?Dealing-With-Conflict-In-A-Positive-Way&id=1204656 Treslan, D. (1993). Achieving effective conflict management. Retrieved from http://www.mun.ca/educ/faculty/mwatch/vol1/treslan.html Scott, V. (2009). Conflict Resolution at Work For Dummies [Bargain Price] [Paperback]. New York: For Dummies. Weiss, S. (1994). Negotiating with ‘Romans’: Part 1. Retrieved from http://sloanreview.mit.edu/article/negotiating-with-romans-part/ Read More