Papers on "Dispute Resolution" and similar term paper topics

Paper #029482 :: Dispute Resolution
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Describes a hypothetical workplace dispute and applies various conflict resolution theories and tools to resolve the dispute.

Written in 2003; 1,628 words; 1 source; MLA; $ 53.95

Paper Summary:

Using a fictitious work dispute, as well as Stephen P. Robbins text entitled "Organizational Behavior", this paper discusses various theories which might be applied to work through the dispute and resolve it. The paper begins by describing the hypothetical workplace dispute - a disagreement over the terms of a new employment contract between a professional sports league?s owners and players. It then defines the term 'conflict', using both Robbins' definition of conflict from the text, as well as the author's own interpretation of conflict. The paper thereafter discusses the desired negotiation outcomes from the perspective of both the players as well as the owners concerning the dispute. It does this by discussing Robbins' distributive bargaining and integrative bargaining, as well as forms of negotiation. The paper then talks about several decision-making biases that hinder the dispute resolution effort, citing several scenarios that could result because of these different biases. Finally, the paper concludes by summarizing everything in a final paragraph.

From the Paper:

"While it would be preferable for the players and management to seek an integrative solution to their workplace dispute that will result in positive benefits for all, they will have to overcome several decision making biases that may hinder their negotiations. The biggest problem they may run into is engaging into is an irrational escalation of commitment. Robbins defines this as a situation where people continue a previously selected course of action beyond what rational analysis would recommend, because of the time and money they have already invested in pursuing that action (Robbins 585). Because of the emotional highs on both sides and the public scrutiny that are placed on the negotiations, both sides may be reluctant to give any ground or demonstrate any weakness at the negotiation table. Thus, both sides might willingly jump off a cliff together and engage in a work stoppage that will be detrimental to both of their interests."

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