Cross Cultural Negotiation Management the

The employee could not however wait until the launch and directly entered in conflict with the manager, accusing him of conspiring to steal the employees hard earned wages.

3. Framing of the Conflict

Framing the conflict can be achieved from numerous standpoints, but given the characteristics of this particular conflict, the most relevant frame would be that of identity. This basically means that the two parties have different identities and the conflict could have even aroused due to their appurtenance to different groups. In this particular case then, it becomes obvious that each individual belongs to a different group, serving different interests. The head of the sales department belongs to the managerial team, and his focus falls on the companys success onto the market. This success also implies an increased cost efficiency, which, in the eyes of the employee, could explain his interest in granting lowered wages. The employee on the other hand, is a simple individual with personal interests. He got the job to ensure a salary and this is what he most cares about. As such, when analyzed from the lens of identity, the framing of the conflict identifies two opponent parties, one focused on the good of the company, even if at times this may come to the disadvantage of the employees, and the staff member, who is primarily focused on his own benefit. This particular frame clearly divides the conflicting parties and makes it easier for the outside observers to take sides, based on their appurtenance to a group or the other.

4. Alternative Framing Possibilities

The conflict aroused between the head of the sales department and the sales employee at the cable providing organization could also be framed from other perspectives. One is that of framing it based on characterization. This basically means that the parties have different characteristics; this particular framing type is seen as close to stereotyping (Kaufman, Elliot and Shmueli, 2003). From this point-of-view then, it could be said that the operational manager is the representative of the organization and his ultimate goal is to have the employees put in extra efforts for reduced amounts of money.

The employee on the other hand, could be seen as the individual who cares only limitedly about the general well-being of the organization. Another framing possibility is that of presenting the conflict from the power frames. These would basically present the manager as the ultimate ruler within the organization and the employee and his colleagues would be able to criticize him based on his appurtenance to the leading team, which has the power to positively or negatively influence the individual outcomes of the staff members.

5. Critical Incidents

Each situation is at least a source of knowledge; in other words, even if not directly involved in the conflict, or even if coming unsuccessful out of a conflict, the situation has at least taught the individual a valuable lesson. To me, the discussed conflict (which ended with an apology from the manager and aside from the full payment of the wage, also a premium) represented a lesson of human interaction. When faced with the accusations, the manager quickly investigated the matter; he also felt that his subordinates did not trust him. I as such realized the importance of peaceful and civilized communications. On the other hand, whenever the employee tried to approach the manager in a peaceful manner, he was neglected. This then taught me that you need to stand up for yourself, otherwise people will step all over you; but you need to stand up for yourself in a manner that does not hurt or disrespect others.


Gilboa, E., 2002, Media and Conflict: Framing Issues, Making Policy, Shaping Opinions, Transnational Pub

Kaufman, S., Elliot, M., Shmueli, D., 2003, Frames, Framing and Reframing, Beyond Intractability, accessed on September 15, 2008

1998, General Information About Framing, University of Colorado, Ast accessed on September 15,.


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