With this, the manager was able to collect enough information as what might have started the conflict. The sector manager gave his part of clams. The employee too gave his opinions. Amidst the cross examination of the two individuals, emotions took over. The two had to be separated by the company security personnel (Abramson, 2004). The proposals from the two individuals were offered with dignity and respect for each other. The manager had to accept all the proposals in the first place since when one was giving his proposals: the other seemed not to agree. Nonetheless, the conflict manager accepted the proposals. The negotiations were very effective. The manager in charge, who also happened to be in charge of conflict management and resolution in the company, was quick in taking this action. He never took sides while bringing the two individuals together (Shachar, 2011). He took enough time to listen to the two individuals. Moreover, he let the two members take a fifty-fifty agreement from the resolved issue. Before the negotiation table, the employee and the sector manager could not even shake hands. The relation was hostile. After the negotiations, the two individuals shook hands and walked out as friends and complete workers of the company (Northouse, 2011).

Part III

The negotiation process was a fierce one involving the two groups. After the conflict was negotiated and resolved, the two groups, which had already been formed, had to sit back and come together as friends. If I were in charge of "my chosen side," the side of sector manager, I would...

First, I would have assembled the two individuals in order to listen to the sides of their stories (Fisher, Ury, Patton, 1991).
In this case, I would have collected enough information that could let me have a sound judgment between the two conflicting individuals. After collecting enough information, I would have summoned the two individuals in order to list to their opinions in their presence. This could yield analysis and more room to understand where the matter lied. Besides, I would let negotiations proceed until an agreement was reached. Nonetheless, I would have not interfered with the negotiation process by giving my own opinion, which would appear to be in support of one of the members and not the other. In order to make the negotiation more efficient and effective, I would have let the negotiation take a little shorter time. The manager took some time before taking this action.

References

Abramson, H, I. (2004). Mediation Representation: Advocating in a Problem-Solving Process.

New York, NY: Ntl Inst for Trial Advocacy

Fisher, R., Ury, W, Patton B. (1991). Getting to Yes: Negotiating Agreement Without Giving in.

New York, NY: Houghton Mifflin Harcourt

Northouse P.G. (2011). Introduction to Leadership: Concepts and Practice. London: SAGE

Shachar, M (2011). Conflict Resolution Management (CRM). (Under Construction) © Dr.

Mickey Shachar