Discussions and responses Negotiation and conflict resolutions

INCORPORATING A THIRD PARTY WITH DIFFERING OPINION

Most organizational decision-making processes are group-based known especially inform of committees, which often make the decisions that affect the entire workforce. Committees usually consist of people with various views and opinions, which generally affect their capability of making decisions. Furthermore, it is highly acceptable for people to differ when making decisions that affect a large group of people. Often times the differences that arise during decision-making do not matter. However, what matters are the cautionary measures taken to avoid potential fallouts. When it comes to decisions regulating the dress code of employees, most people tend to be personal, as they may feel offended by the policy (Gal, Stewart, & Hanne, 2013). Furthermore, in cases where the decision made committees are in disagreement with the opinion of any committee, it is only prudent to seek ways of incorporating them in the implementation process. This would facilitate the smooth implementation of such a policy without much resistance.

Primarily, in such a position I would employ negotiation strategies to woo the third party to yield to the voting outcome. Negotiation may take different angles including the use of competitive bargaining, employing the third party to embrace the majority vote or a mutual win-win negotiation. Therefore, I would engage him or her in a discussion on his or her views on the potential problems the policy may encounter, and involve him or her in formulating lasting solutions to the viable problems. I would further try to convince the third party that since the majority made the decision, it would be prudent if he or she conforms to it in totality in the acknowledgment of the majority interest (Van Eemeren, & Houtlosser, 2015). Moreover, establishing a give and take scenario with the third party may help in transforming his opinion on the matter. The promise of a future support in decision-making may make the third party feel indebted to the committee and hence cooperate.

References

Gal, T., Stewart, T., & Hanne, T. (Eds.). (2013). Multicriteria decision making: advances in MCDM models, algorithms, theory, and applications (Vol. 21). Springer Science & Business Media.

Van Eemeren, F. H., & Houtlosser, P. (2015). Strategic maneuvering: Examining argumentation in context. In Reasonableness and Effectiveness in Argumentative Discourse (pp. 381-401). Springer, Cham .