Conflict, Decision Making, and Organizational Design Research Paper

Conflict, Decision Making, and Organizational Design - Research Paper sampleOne way is to engage negotiation strategies. duologue can be observed everywhere in strong and subtle ways in the market, dicker for the best prices, commissioning a young, talented artist for a new project or closing a huge deal with a cognize company. There is more to negotiation than mere compromise. Negotiation is an interaction that occurs when 2 or more parties attempt to agree on a mutually agreeable outcome in a situation where their preferences for outcomes are negatively related. Two opposing positions come to a compromise. Lax and Sebenius (1986) add that in negotiation, a ruin outcome through joint action is achieved rather than when each political party would act independently. The element of conflict also arises due to varying preferences and priorities of the different parties. Negotiation becomes a way to resolve such conflicts and compromise on a joint decision, usually, the middle gr ound stand. McGrath (1984) claims that negotiation is a mixed-motive process - the negotiating parties cooperate to gain ground an agreement and at the same time, compete to fulfill their own interests. From these definitions of negotiation, it is apparent that negotiators should possess several skills in order to be successful in get what they bargain for. At the same time, negotiation entails multiple processes that occur simultaneously within each negotiating party such as decision making, research, critical design and effective communication, among others. Negotiating strategies involve bringing opposing parties together face to face wherein each individual or group brainstorm on their decisions for the negotiation. When each of the negotiating party becomes aware of the others proposed stand or idea, it then becomes the time for bargaining. In the case of business negotiations, this is the space between their reservation prices for the product or service offered and the assu med reservation price of the other party. They come up with their own BATNA or their best alternative to a negotiated agreement, a system proposed by Fisher & Ury (1981). Thompson and Leonardelli (2004) explain that when the first cards set out the table during negotiations fail, then BATNA becomes a fall back alternative of negotiators. BATNA considers all options open for both parties including the reservation price, market information and aspiration levels of each negotiating party. Knowing the other partys alternatives will help facilitate ones decision-making process if these are compared with ones own alternatives (Buelens & Van Poucke, 2004). 2. Determine how evidence-based management could be applied to the work environment you researched. Reay, Berta & Kohn (2009) defined evidence-based management as being about making decisions through the conscientious, explicit, and judicious use of four sources of information practitioner expertise and judgment, evidence from the loca l context, a critical military rank of the best available research evidence, and the perspectives of those people who might be affected by the decision (as mentioned in Briner, Denyer, and Rousseau, 2009, p. 19) Applied in the work environment of wellness care and health insurance this definition would translate to upholding high standards of care. Integration of the best available evidences from thorough research and practice should deliver high type patient-centered care considering the patient