Moh Chew Yin (H0903106) Final Report

HRM 321
Negotiation and Conflict Management
Group-based Assignment (July 2013 Presentation)
July Semester 2013 Submitted by Moh Chew Yin, H0903106 Mohd Ali, B1210887 Han Yilong, Z1270321 Evangeline Tan Suan Cheok, B1174394

Moh Chew Yin (H0903106) Final Report

Executive Summary

Henry Tan, one of an employee of the factory, was recently dismissed due to his poor attitude and absenteeism from work. However, Henry Tan felt that he was unfairly dismissed and victimised. Since the dismissal of Henry Tan, the productive of the factory has dropped. The union committee which represented Henry Tan refused to speak to the management, wanted only to discuss with Mr Huang, The CEO. Given the tense situation, the paper examines the benefits of the integrative negotiation approach where all parties stand to gain base on what they want. The management could increase productivity and the worker could also get what they want. The approach involves creating value so that the problem and interest of both parties is defined. The best alternative solutions should be developed so that all parties benefits. There are a number of conflict-handling behaviours available to Mr Huang in response to the behaviours exhibited by the union official. Weighing the effectiveness of the conflicthandling behaviours, it is recommended that Mr Huang adopts the collaboration approach. Responding with collaboration will produces good and satisfied results for both parties, it will help to maintain the on-going relationship, retain creditability between the management and union as they are interdependence. There will be different strategies proposed to the management and union to prevent an impasse in the upcoming meeting between the management and the union. Essentially, through integrative negotiation process, we aim to create a productive and cohesive relationship. By establishing common goals and objectives, we can achieve a win-win outcome by nurturing the best alternatives to negotiated agreement (BATNAs) mutually.

Moh Chew Yin (H0903106) Final Report

Contents

Executive Summary..............................................................................2 1. Introduction ......................................................................................4 2. Setting the stage The approach......................................................4 3. Conflict-handing behaviours ...........................................................9 4. Proposed Strategies to create a Win-Win Situation .......................12 5. Conclusion .....................................................................................18 References...........................................................................................19

Moh Chew Yin (H0903106) Final Report

1. Introduction Henry Tan, one of an employee of the factory, was recently dismissed due to his poor attitude and absenteeism from work. However, Henry Tan felt that he was unfairly dismissed and victimised by Mr Bernard Sim, the production manager. Since the dismissal of Henry Tan, the productive of the factory has dropped. The union committee which represented Henry Tan refused to speak to the management, wanted only to discuss with Mr Huang, The CEO. This paper examines the approach Mr Huang should take when meeting up with the full-time trade union official. This will be followed by some of the conflict-handling behaviours available to Mr Huang in response to the behaviours exhibited by the union official and subsequently propose strategies to the management and union to prevent an impasse in the upcoming meeting.

2. Setting the stage The approach We will start to analyze the situation from the cause of this conflict. We need to understand the parties involved, the possible causes of these situations and other implications. Based on the prima facie of this case, it is caused by differences in perceptions, work styles, attitudes, and communication problems between Henry Tan and Mr Bernard Sim. Henrys action of collecting bets on horse racing from other employee in company time and on the company premises is against company rules. Although this practice has been known, it was ignored by Mr Bernard and the management for more than 1 year. Thus when Henry Tan was suddenly dismissed for this reason, the rest of the workers would feel that the reason was only an excuse to remove him from the company. Next, with the dismissal of Henry Tan, the trade union which represented Henry Tan is now involved in the discussion only with Mr Martin Huang, ignoring the companys management. This is likely due to the previous encounter with managements past action where there were instantly dismissal of employee after argument with the management for reasons of poor work or attitudes. Lewicki, Barry, & Saunders (2010) defined the integrative negotiation variously known as cooperative, collaborative, win-win, mutual gains, or problem solving. Integrative negotiation is widely use when involved parties are interested in maintaining long-term relations just like the worker union and the management in this case. In integrative bargaining, each side seeks

Moh Chew Yin (H0903106) Final Report

to create an agreement beneficial to both parties. For example, both management and labor may believe they deserve the larger share of the companys profits. Both may want to win on the same dimension, such as the financial package or control of certain policy decisions. In these cases, their goals are mutually exclusive and lead to conflict then the workers start to delay their work and caused reduction of productivities. The management and Mr Huang shall try to create a common goal for both parties to increase the productivity. In this tense situation, Mr Huang should use the integrative negotiation approach because there does not need to be winners and losers - all parties can gain. The management could increase productivity and the worker could also get what they want. Rather than assume that negotiations are win-lose situations, negotiators can look for win-win solutions- and often they will find them. To resolve the conflict with a collaborating outcome, there are generally 4 steps in the integrative negotiation approach: (1) Identify and define the problem, (2) Understand the problem and bring interest and needs to the surface, (3) Generate alternative solutions and (4) Evaluate and select among the alternatives The steps 1 to 3 are the step related to creating value. As a successful negotiator, Mr Huang must know what is the problem and interest of both parties in this negotiation. He must try his best to find the best alternative solutions which push the pareto efficient frontier further to create more value for everyone. The negotiation skills used in step 4 will be very similar to distributive bargaining. It is also called claiming value as shown in the figure below. Figure 1.1: Claiming and Creating Value

Moh Chew Yin (H0903106) Final Report

The purpose of creating value is to push the potential negotiation solutions towards the upperright hand side of the above graph so that all parties benefits. When this process have been maximized, the line will be called pareto efficient frontier and it will have a point where there is no agreement that would make any party better off without decreasing the outcome to any other party (Neale & Bazerman, 1991). We could say it is the process of identifying pareto efficient solutions. Step 1: Identify and define the problem This process is critical for the negotiation with the trade union officer because it will decide what the negotiation is all about and provides an initial framework for the discussion. The framework shall include all the complexities. And it needs to be set before starting to look for solutions of the problem. The problem should be defined fairly in neutral terms. It should be depersonalized, practical and comprehensive so that it is mutually acceptable to both parties. We should state the problem as a goal to improve the productivity and identify the possible obstacles to overcome the problem. For example in this case, if we set the goal as improve the productivity. Then we could find out the obstacles that stop us to achieve the goal together with the union officer. Is it caused by the sacking of Mr. Henry? Or the current wages is too low? Or any other problems? It will be much easier for us to define the problem more accurately and effectively. Step 2: Understand the problem fully - Identify interest and needs To achieve an integrative agreement, different parties must have the ability to understand and satisfy each others interests (Lewicki, Barry, & Saunders, 2010). The interest and needs of the involved parties must be identified and analyzed to reveal underlying concerns, needs,

Moh Chew Yin (H0903106) Final Report

desires or fears of the parties concerns. In other words, we need to find out what is the key issues (Substantive), path to settlement (Process) and relationship interest indicate values. In principle, doing what is fair, right, acceptable and ethical. We also need to know that although the interests always come from deeply rooted human needs but it can be changed. Thus, surfacing the interest will definitely make the negotiation more efficient. For example, Mr Martin Huang and the management want to see improvement in productivity and harmony in the workplace while the workers/union officers need to resolve the issue about Mr. Henry. Step 3: Generate alternative solutions Generation of alternative solutions is the challenging and creative part of the coming negotiation. There are generally two techniques that we could use here. The first technique involved the redefine, recast or reframes the problem in order to provide win-win alternatives. The second technique requires the generation a long list of alternative solutions for all parties to evaluate and select based on the defined problem. Depending on the complexity of the problem, both methods could be used sequentially or concurrently. In order to generate effective solutions, creativity and openness are need. For example, if there are no simple solutions for the problem, at this point of time any hidden information and any creative ideas might inspire somebody to find out a effective solution.

When we applying the redefine, reset or reframe the problem technic. There are few major directions for us to working on. First and the most popular way is to expand the pie which means try to modify the resource pie and achieve more than previously. If it is still not enough to settle the problem then we shall do logroll. For example, we shall help the union to find the best value for them. Ideally, both of us give things that are less value for ourselves but is higher value for the other party.

Next, we could also consider about nonspecific compensation, it will help us to achieve our goals of increasing productivity and in return we offer some kind of compensation to Mr. Henry or the workers. Another way is to cut compliance costs for the union, in this case it means to consider review the punishment towards Henry and offer the workers some kind of

Moh Chew Yin (H0903106) Final Report permission about horse betting.

Then the last method of the redefine technique is to find a bridge solution that addresses underlying interests or the root cause which caused the reduction of productivity. In order to resolving conflicting positions and settle the problem.

And about the technique of generating a long list of alternative solutions for all parties to evaluate and select based on the defined problem need us to avoid judging the solution, separate the problem, brainstorming harder, ask outsiders, do survey and electronic brainstorming among the workers. Step 4: Evaluate and select among the alternatives This final phase of the process is about evaluation and selection of the best alternatives solutions listed down previously. You will be able to make some decision following the steps of 1. definitions and standards, 2.alternatives, 3.evaluation, and 4. selection. There are some very useful methods for the evaluation and selection process listed below: 1. Narrow the range, eliminate unsupported solutions. It means to focus more on those positive and effective solutions and eliminate those negative or ineffective solutions. 2. Assess quality and acceptability -- use objective standards 3. Have some agreement of selection criteria first 4. Be willing to justify personal preferences- explore unions/ Henrys/workers preferences will be helpful to probe for possible underlying interests. 5. Be alert to intangibles in selecting options - One of the party may favor a solution because it helps satisfy an intangible. 6. Take time to cool off when any party become upset and make your dissatisfactions known and discuss about it later. 7. Explore ways to logroll or combine options. For example, to find out differences in desires, fear, expectations, time preferences and those issues we had before. 8. Keep decisions tentative until all aspects complete 9. Minimize records and formality until final agreement, but then work out single text

Moh Chew Yin (H0903106) Final Report

If any steps in definitions and standards, alternatives, evaluation, and selection have not been done properly or sufficiently, you may not get an effective solution. So you just need to find out which step have not been done properly and redo it from that step again. 3. Conflict-handing behaviours During negotiation, conflicts are expected because different parties have different wants (Lewicki, Barry, & Saunders, 2010). Some of the conflicts handling behaviour framework (Rubin, Dean, & Kim, 1994) available to Mr Huang in response to the behaviours exhibited by the union official are: Avoidance (Inaction) Accommodation (Yielding) Aggression (Contending) Compromise Collaboration (Problem Solving)

The above are the most common responses conflict mode available to Mr Huang. The key in choosing the most effective response is really deciding what kind of relationship that Mr Huang would like to have with the union committee & official and what outcome or results he would like to achieve from the meeting. The effectiveness of conflicts handling response modes depends on each unique situation. In fact, a skilful person is able employ some of the response at the right time with the right person to solve the right problem in a right way. Given the situation that the employees have reacted quite negatively to the dismissal of Henry Tan resulting in the decline of production levels and the union committee refusal to discuss matters with the management, it is important to employ the correct approach by Mr Huang to discuss the situation, negotiate and resolve the conflict with regards to the dismissal of Henry Tan. Response to Conflict - Avoidance Avoidance is an inaction approach. It is when one party show little concern about attaining their own results and also show the same level of little concern about whether the other party

Moh Chew Yin (H0903106) Final Report

10

attain their results (Rubin, Dean, & Kim, 1994). Given the above situation and the behaviour exhibited from the union committee and union official, Mr Huang should not employ to avoid the conflict and not continue to sweep it under the carpet. Reason being, the issue is no longer trivial and the damage already been done to the company when the production level had dropped due to poor morale and unhappiness of the employees. Mr Huangs management team is also no longer in a position to effectively resolve the conflict with the union committee. Mr Huang would require addressing the real problem and meeting up with the union official to cool down and reduce the tensions and regain composure. However, avoidance can sometimes be apply under circumstances when one needs to have more time to gather the information and facts of the case and therefore cannot make an immediate decision at this juncture. Response to Conflict - Accommodation Accommodation is when one takes little interest in attaining their own outcome and is more concern in whether the other party attain their outcomes. Whenever one party accommodates, it automatically sent a response or communicate to the other party that you are more concern about them then you are on the results (Rubin, Dean, & Kim, 1994). When Mr Huang accommodates, it will communicate to the union official that the company had realized that they were wrong to dismiss Henry Tan or when Mr Huang wants to demonstrate to the union official that he can be reasonable. Should Mr Huang employ to accommodate in response to the behaviour exhibited by the union official, it will be that he felt outmatched or losing and that by accommodating and giving in, it will prevent further damage to the company bottom line. By accommodating, Mr Huang recognizes that the issue is more important to others and wants to establish good will with the union official and committee, to avoid further disruption and damage to the company production levels and would seek to improve the relationship between management & union. Response to Conflict - Aggression Aggression is regarded as a competitive approach. It is when one is concern in achieving their own outcome and show little concern for other party and to win at the expense of the other party (Rubin, Dean, & Kim, 1994). When acting aggressively, you communicate to the other party the exact opposite of accommodating, that is you care more about the results than you do about the other party.

Moh Chew Yin (H0903106) Final Report

11

Should Mr Huang employ to being aggressively and engaging in conflict in response to the behaviour exhibited by the union official, it will be for the following reasons: (1) He needs to protect himself and his company against the union committee and official who take advantage of collaborative behaviour, (2) He see that his team of management are not wrong and are in the right position to dismiss Henry Tan on the grounds of misconduct and that this issue is vital and set an example to communicate to the employees that misconduct will not be tolerated by the management, (3) He wants to engage in a quick and decision outcome with his meeting with the union official and not let the matter procrastinate further to affect the bottom line of the company. However, such aggressive response may backfire and create an argument resulting the union official to just walk away resulting in a fail negotiation between union and management. Union would gather that management is simply not willing to listen empathetically, or make an effort to try at least placing them in other party shoe and trying to see things from their point of view. Response to Conflict - Compromise Comprising is usually regarded as not a good approach, both sides of the party walk away feeling not as winners in a negotiation. It is when one party show moderate concern in obtaining their own outcome and the same moderate concern for the other party obtaining their outcomes (Pruitt & Rubin, 1986). When it comes to comprising, it is when one needs to achieve a quick solution and just wants move on but the key issue or conflict remain unresolved. It is just a temporary fix of complex issues to buy some time. Should Mr Huang employ to comprise in response to the behaviour exhibited by the union official, it will be that his earlier efforts in competing and collaboration in negotiation with the union official have failed and therefore a back-up plan is needed. Mr Huang can employ to compromise if he is aware that the union official have equal power and influence and as such he is committed to achieve mutually exclusive goals. His goal are moderately important but he is willing to compromise and be satisfied in an outcome by less than total agreement in order to move on. Response to Conflict - Collaboration Collaboration is regarded as a problem solving approach. It is when both parties work together to achieve a common solution. It is a win-win approach and both parties walk away

Moh Chew Yin (H0903106) Final Report

12

from the negotiation feeling like winners (Lewicki, Barry, & Saunders, 2010). When you are collaborative, you communicate that you are concern about two things, the relationship between you and the other parties and what you want to achieve as per your goals are also equally important to you. Mr Huang can employ collaboration in response to the behaviour exhibited by the union official and the belief that it is possible to reach an integrative solution even though both sides find it hard to compromise. The objective is to learn from each other, gain and merge insights that come from different perspectives of management and union. It is to find a creative solution with both team effort and to genuinely end the conflict rather than documenting it in process. With collaboration, Mr Huang and the union official are able to work through their hard feelings such as poor interpersonal relations from the managers to workers, low wages, and poor working conditions to improve morale. Responding with collaboration would obtain commitment, increase motivation and productivity by using consensus decision making. This help people learn to work closely together resulting both parties to walk away feeling like winners. Mr Huang should be able to use all of the above responses under the appropriate circumstances in response to the behaviour exhibited by the union official. Of course, there might be circumstances where the most effective approach in negotiation for Mr Huang is to walk away or surrender. Sometimes, it may be to response aggressively and fight instead when there seems to be no alternatives during the negotiation. Having said that, the most effective approach in negotiation for Mr Huang is adopting collaboration. Responding with collaboration will produces good and satisfied results for both parties, it will help to maintain the on-going relationship, retain creditability between the management and union as they are interdependence. With this, both parties would walk away from negotiation feeling like winners. 4. Proposed Strategies to create a Win-Win Situation Given the unfriendly connection between union and the management, alliance of both parties should be formed through integrative negotiation process. This would be greatly facilitated by common goals and objectives with a commitment for productive and cohesive relationship

Moh Chew Yin (H0903106) Final Report

13

by scrutinising the legitimacy of each others needs and to achieve a win-win outcome nurturing the best alternatives to negotiated agreement (BATNAs) mutually and integrative manner to prevent an impasse in the upcoming meeting between the management and the union.

Figure 4.1: Managing Strategic Relationships

Phase 1 Preparation Phase 2 Relationship Building Phase 3 Information Gathering

Phase 7 Implementing the agreement

Phase 6 Closing the deal

Phase 5 Bidding

Phase 4 Information Using

Source: Managing Strategic Relationships: The key to Business Success by Leonard Greenhalgh. Copyright2001 by Leonard Greehalgh.

The management may adopt a blend of cognitive and behavioural resolution at its end internally by determining a neutral location for the meeting such Expo hub, trade hub, etc. It would then be undermined by a formal agenda on the issues to be discussed and agreement to abide by that agenda (Lax and Sebenius, 1986; Raiffa, 1996; Watkins, 2002) in order to zoom in and improve outcomes for both parties. To better indicate the gesticulation of the intent to substitute the negotiation approach. It has to conduct strategy justifying and defending the grounds on the issue of the dismissal of Henry Tan (Lax & Sebenius, 1986) and the representation of evidences of the gambling activities and additional unofficial lunch time consumed as claimed by Mr Sim to repress any prejudice feeling, unfair and tension succumbing the hot issue while maintaining control in the negotiation process. Since the conflict arises out of long, built up and broad history of dissatisfaction and poor

Moh Chew Yin (H0903106) Final Report

14

subordination among the workers to aggressive approach and deficient interpersonal relations between management and the worker, the management should fractionate the conflicts into segments from tangible to intangible benefits while depersonalising issues and maintaining super ordinate goals. The management should initiate and spearhead its sincerity by increasing the frequency of the branch union committee to monthly basis in opening venues or channels for active listening and dialogues to state workers grievances with requests on union leaders being elected by the workers on the ground on a yearly tenure to promote and enhance bi lateral relations and benefits for both ends. The management then should further maximise the foot in the door (FITD) getting the nod in the first instance with reputational effects such as producing direct analogies and data to substantiate low productivity as first shield strategy illustrated in flowchart 1 which is further aggravated following the dismissal of Henry Tan to reinforce its credibility and autonomy on the union. To evoke a sense of dictatorship or NATO (No Action Talk Only) and instilling a justice approach, it is high time for the management to adopt Part IV of the Employment Act to enhance the salary ceiling of workmen in compliance with government standard. This should be discussed with the managements board of directors and key personnel in addendum to forming a collective agreement with the union as small concession. This serve as win- win situation for both parties as workers would perceive it as attractive, stable and long term career in the company while reducing high turnover and alleviating conscientious, loyal and devoted workers. Figure 4.2: Flowchart 1- First Shield Strategy
Intentions and motives to substantiate with reputational effects

Influenc e Situation

Identification of range of strategies

Use Use reputational reputational and and duty duty tactics tactics

Yes

Selection and use of reputational and duty strategy

No

Explanations and Justifications

Consequences 1) Impact of Strategy Does it work? 2) Self-evaluation 3) Feedback and reaction from MIWU union official

Moh Chew Yin (H0903106) Final Report

15

To further build trust and leveraged on the current situation and swipe it clean, the management could review its protocol on instant dismissal basing on the severity and bearing of the case by reviewing the case with preliminary cautions or warnings and disciplinary action prior to the dismissal perceived as a last resort. The management must be willing to reinstate Henry Tan on such merits and given a second chance to form a coalition with workers on the ground and hence form a relationship based power. To strengthen alliances with old timer workers, Henry and those workers with intervals of 5, 10, 15 and more years to be recognised and appreciated and acts a morale booster for them as well as the others. This could acts as a sweetener or `trade-off for the union seen as a pursuit in terms of gaining support from the workers. With such coalitions and built up, it would help diminished and overturn the provisions of gambling in company time and on company premises as unethical and immorally wrong on a principal and personal basis. The management could play avoiding tactics to shun the issue but if confronted and triggered by the union should reserve it as a last resort as in pursuant to Part IV of the Employment Act & Section 33, lunch break is an entitlement and not a privileged to the workers and thus workers are free to do their personal activities discreetly within the stipulated time limit and not beyond. This would act as the finishing touch to the union to revert to Henry Tan as well as the workers seen as discreet and non-committal stand rather than as form of encouragement by the union as well as management and best done outside working hours. Before entering the meeting, the Union should establish the facts with Henry Tan privately and enquire the underlying reasons for the conflicts. The Union should then resolve and manage the conflict basing on the disputed rights and injured relationship on a substantive basis with consideration for the majority, a voice for all and not only on personal ground. The Union should gain the trust of Henry Tan towards the betterment working conditions and relationships of other fellow workers and leveraged on Henry Tans years of service without any concessions or recognition as a stepping stone as well as immediate dismissal over a

Moh Chew Yin (H0903106) Final Report matter perceived as grey area.

16

Upon establishing agreed expectations and agreed entrustment, the Union could proceed with the meeting privately without Henry Tans presence to avoid finger pointing and defensive stand offs and could derail the collaborative approach. The union, MIWU, while representing the interest of workers and providing them with opportunities to feedback to their employers, it also adopts a cooperative rather than confrontational policy towards the employers With such stand and agreement with the management on the venue and agenda of the meeting, the union should hear the managements point of view and representation of the case in order to perceive as being seen as hearing out the other side of the story and being impartial. If such evidences are proven sufficient, the union may start off by accepting and acknowledging the insubordination on the part of Henry Tan to ensue active listening. The union may then touch on the soft point and salient features of not enforcing such rules a year ago until currently and thus seen as a common practise by the workers seeking mutual understanding by putting management in the workers shoes in a role reversal method. If such evidences are futile, the union may request for concrete evidence to be presented for substantiate the dismissal. With such defensive mode and lock horn, the union may strategise to diffuse the conflict by establishing facts, coming to senses and self-realisation and finally building future gains through create and claim values for both sides and parties. The union may then highlight some of the findings in its study of root causes for the underlying problems to the management in an attempt to reframe the parties view of each other and gain perspective and invaluable insights of the management of workers through integrative collaboration tactics to realise and accomplish a win-win situation as seen in the Flowchart 2 by improving the productivity of the company through skill improvement courses with funding by the government. This helps rectify and mend the soured relation between management and workers as well as boost camaraderie between them in the long term. This approach would greatly cushion the conflicts in the negotiation and build trust enabling desired to deescalation in good faith. To change the mind-set of 40% of the workers who regard the company as spare or back up job which contribute to high turnover and slow pick up time for newly joined worker, the union must leverage on the compliance to Part IV of the Employment Act to enable it to be more competitive. The union should reinforce with

Moh Chew Yin (H0903106) Final Report

17

statistics and feedback from various companies on the improvement to their productivity level as a basis to form collective agreements for the welfare of the workers.

Figure 4.3: Flowchart 2: Integrative Collaboration Tactics

Intentions and motives to substantiate with a blend of collaborative and claim/ create value strategy effects

Influenc e Situation

Identification of range of strategies

Use Use integrative integrative and and value value claim/ claim/ create create tactics tactics

Yes

Selection and use of integrative and claim/create value strategy

No

Explanations and Justifications

Consequences 1) Impact of Strategy Does it work? 2) Self-evaluation 3) Feedback and reaction from CEO and management

To top it off with similar FITD tactics, the union should then highlight the vulnerability of Henry Tan on the workers as a catalyst and the impending productivity level. As such it is wise to groom, delegate him and empowering him as the supervisor with justifiable increment to project the image it does mot victimise and prejudice any employee. This not only acts as a reversal psychology but personal and symbolic analogies could provide empathy, conscience pricking and provide a starting point for a new leaf or starting point for more open discussion between management and workers.

Moh Chew Yin (H0903106) Final Report

18

With this, the issue of betting would be saturated and confined; the union would then have a mutual agreement of definition of Break Time in Part IV of the Employment Act & Section 33 as well as the classification of gambling in the eye of the management and law. With such fusion, union can advise both management and Henry Tan to exercise due diligence discreetly and responsibly. 5. Conclusion To summarise, the paper proposed the approaches Mr Huang can take when meeting up with the full-time trade union official. Responding with an appropriate conflict handling behaviour (collaboration) will produces good and satisfied results for both parties as it will help to maintain the on-going relationship, retain creditability between the management and union as they are interdependence. This paper also highlights the strategies to be adopted to achieve a win-win outcome by nurturing the best alternatives to negotiated agreement (BATNAs) mutually. (5216 words)

Moh Chew Yin (H0903106) Final Report

19

References Greehalgh, L. (2001). Managing Strategic Relationships: The key to Business Success by Leonard Greenhalgh. New York, NY: The Free Press. Lax, D. A., & Sebenius, J. K. (1986). The Manager as Negotiator. New York: Free Press. ewicki, R. J., Barry, B., & Saunders, D. M. (2010). Negotiation (6th Edition). New York: The McGraw-Hill Companies, Inc. Neale, M., & Bazerman, M. (1991). Cognition and rationality in negotiation . New York: Free Press. Pruitt, D. G., & Rubin, J. (1986). Social Conflicts: Escalation, Stalemate, and Settlement. New York: Random House. Raiffa, H. (1996). Lectures on negotiation analysis. The program on Negotiation. Cambridge, MA: Harvard University Press. Rubin, J., Dean, P., & Kim, S. (1994). Social Conflicts: Escalation, Stalemate, and Settlement, 2nd ed. New York: McGraw-Hill. Watkins, M. (2002). Breakthrough Business Negotiation: A Toolbox for Managers. San Francisco, CA: John Wiley & Sons.