Joe was present for the entirety of what happened between Maria and Tina. Tina is in no way permitted to offend their customer, even though she must adhere to the thirty-day return strategy.

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Taxi limousine commercial service

“Should Joe take a positional bargaining approach by apologizing for the rudeness and inconvenience but hold firm to the store’s policy?”

Joe was present for the entirety of what happened between Maria and Tina. Tina is in no way permitted to offend their customer, even though she must adhere to the thirty-day return strategy. The resolution and management of disputes are extremely dependent not only on the nature of the battles themselves but also on the parties that are convoluted in them (Spade, 2020). The essential thing that Joe can do is approach the issue inversely by apologizing for the event and explaining the shop's rules. This is the most significant thing that Joe can do. If Tina had not been so disrespectful to the rule, the company would still exist, and positional negotiating would still be an option for enforcing its terms.

Positional negotiating is most people's initial strategy when they begin a negotiation. This is also the strategy that most people use when they are entering a mediation. The overarching objective of positional bargaining is to achieve or stake a claim to a basic advantage or object resulting from a negotiation. Positional negotiating is significant because it may greatly assist when there is more time and the requirement to assess the fundamental difficulties. It is also helpful because the people involved may need to trust one another, and frequently they are unfamiliar with one another. In this scenario, Joe will continue to pay the worker up to a certain limit to keep them on staff. It is possible to adhere to the rules by apologizing for Tina's impolite behavior, given that the business cannot accept the return because the thirty-day period has passed. Joe must have a conversation with Tina regarding her attitude to determine whether any factors contributed to her behavior in the past. In this approach, the lawsuit will conclude in a position in which both parties will emerge victorious, with the product being able to either be resold or sent back to the maker.

“Or should he seek a win/win by accepting the return, even though it goes against the store policy, in exchange for restoring Maria’s goodwill and the hope of gaining repeat business?”

Providing a shop credit in exchange for the returned item is one potential solution to the problem. In this approach, the lawsuit will conclude in a position in which both parties will emerge victorious, with the product being able to either be resold or sent back to the maker. This is a form of compromise in which Joe agrees to give up some ground in exchange for gaining some ground elsewhere (Agid et al., 2019). When Maria receives her credit, she will be able to make another purchase at the store, and as a result, she will continue being a client of the company. Nowadays, managers are expected to take on the role of mediators and actively participate in activities that resolve conflicts between employees. A more in-depth look at the disagreement will give a greater understanding of what they would need to convey, which they would need to communicate.

“Is there a third approach”

Joe has more options available for responding to the situation, one of which is to use an interest-based approach to resolving the disagreement. To find possible compromises and win-win chances across problems and interests, interest-based negotiation (also known as integrative negotiation) requires digging deeper into the parties' underlying interests beyond their stated stances. At some point in all negotiations, one party must decide between accepting the offer on the table and leaving with nothing. Therefore, the goal of the negotiating process should be to find solutions that benefit both parties more than continuing to an impasse and then resorting to other means (Schulte-Holthaus, 2019). The strategy takes into consideration the fundamental principles and objectives of the persons who are engaged. The authors of this technique talk about the restrictions that come with using the positional model.

The many parties concerned establish certain standards of value upon which a negotiation should be conducted. In addition to enhancing and maintaining the connection, the agreements that are engaged should be able to satisfy the true interests of both parties, be long-lasting, and take into consideration the requirements of the people who will be impacted. By participating in collaborative techniques, disputing parties can enhance their level of knowledge as well as their ability to communicate, which results in an increased number of solutions, better relationships, and higher levels of productivity. If the customer's purchase is flawed, Joe may suggest that they contact the manufacturer and inquire whether they would replace or repair the item. Because Tina has been so insulting, Joe is willing to make an exception to the rules that the shop has established.

Rather than settling into viewpoints, it makes more sense to concentrate on issues of interest. In the case study, the interest-based approach emphasizes the connection between the parties, such as that between Maria and Joe. It considers both the long-term and the short-term adverse effects that someone may not want. Those who work in sales and customer service have a lot to gain by adopting a strategy of this kind. Even when positional bargaining seems the superior strategy, the positional bargainer will almost always have incentives for participating in the interest-based strategy.

The best approach to generate value and settle disputes is via interest-based bargaining. A skilled negotiator can craft an agreement that most closely approximates her and her counterpart's needs while building a bargaining relationship with her counterpart if she is aware of the areas of agreement where she and her counterpart are in alignment and those areas on which they diverge. The negotiating process shifts from adversarial to integrative, with each party receiving its "fair share" of the available resources. Negotiators may develop methods to work together that limit the need for hard-bargaining techniques and unneeded compromises if they listen carefully to one another, respect each other honestly, and mutually explore solutions that maximize value.

“Which approach will you use?”

The positional method is the one that I can make use of. Within the negotiation culture, the positional method is a tried-and-true paradigm that participants are familiar with and have come to accept. In this method of resolving conflicts, the parties converse about the issue while maintaining distinct concepts of what should be accomplished. Instead of seeing how each party might be able to accomplish a lot by working unanimously, parties weigh what they have to win against what they have to resolve against what they can lose by not solving the conflict (Abdillah et al., 2022). This is done rather than considering how each party might be able to win by working unanimously. When positional negotiating occurs, both parties start with their most extreme positions.

In conclusion, the most effective dispute resolution methods prioritize a collective effort to find common ground and provide answers that will satisfy everyone involved. The interest-based approach can resolve conflicts more agreeably, mutually beneficial, and peacefully than other methods. Understanding that one can understand the ideas, techniques, and tactics required to handle disputes in the workplace is essential when one delves more into problem-solving and how to solve them. Gaining expertise in conflict management may improve your personal and professional connections, which is essential for self-assurance. Since individuals are often less entirely positive when confronted with disputes, it is crucial to discover strategies to react appropriately.

References

Spade, D. (2020). Solidarity, not charity: Mutual aid for mobilization and survival. Social Text,  38(1), 131–151.

Agid, S., & Chin, E. (2019). Making and negotiating value: design and collaboration with community-led groups. CoDesign,  15(1), 75-89.

Schulte-Holthaus, S. (2019). Passion and performance in entrepreneurial contexts: an interest-based approach.  The Journal of Entrepreneurship,  28(2), 201-222.

Abdillah, W., & Widodo, S. (2022). Moderate Effects of Organizational Commitments on Team Commitments and Negotiations on Conflict Handling (Empirical Study: Indonesian Government).  International Journal of Science and Society,  4(3), 222-244.

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