Negotiation in Change Management, Research Paper Example

Paul and Jack was initially in support of Carlson’s efforts. Jack initially agreed to look into Carlson’s ideas but not agreed to it. He changed his mind after further consideration of the implications the new information systems would have on the costs of his division.

For Stokes, the factor that his department would handle their own functional analysis and decide what the system would do for them. The health and beauty department held the senior most position in terms of revenue generated. As such, this department’s concern was the effect that an outsider from another department would influence or affect the operations of the division through the system and functional analysis.

For Stokes, the problem was the timeline. He required a couple of months to make sure the system is fully functional and effective before they integrate the other divisions. The health and beauty department had been involved and committed to a number of product releases that would clash with the initially proposed timeline of the project. If the department would get on board, they would have to be given more time to critically analyze the effectiveness of the new information system.

For Stokes, if the health and beauty division did not take part in the implementation, his division would be affected from ineffective analysis from external employees. Being the largest division, generated the highest amount of revenue, this department holds an integral position to the success of the company. As such, failure to be involved in the implementation would result in the development of an information system that is not tailored for the company’s core functional area. This would affect profitability and classification of costs.

For Morris the fact that their department would be excluded from integration as long as possible until all other departments are integrated into the system. He believed that his department requires to time to mitigate and manage costs before integration into the main system.

For Morris the system would have separated his department’s costs from Paul’s costs. This would have considerably affected the department’s growth. Some of the division’s costs were being charged on the health and beauty division. The new systems would have separated these costs and considerably affected the division’s bottom line.

For Morris, if the food division did not engage in the implementation, they would have to contend with the slow movement of their product.

Carlson employed a number of strategies to help him achieve the desired goals and objectives of his mandate as project manager. The most effective and prominent strategy would be framing the desired option in terms of other’s concerns. He was initially stuck owing to the lack of consensus between two senior department heads. With each department head having a number of concerns about the system, relative to their functional areas, Carlson and his colleague crafted a solution to the problem that takes into account the challenges and concerns of both the Foods Division and the Health and Beauty division. He took into consideration the need for the health and beauty division to assert authority and a presence in their company owing to their financial position. He also took into account how the separation of costs would affect the food division, providing a faster distribution channel than what was used previously.

Works Cited

Berger, Klaus P. Private dispute resolution in international business : negotiation, mediation, arbitration. 3rd. Alphen aan den Rijn: Kluwer Law International, 215. Print.

Moal-Ulvoas, Gae?lle, Denis G Harrington and David Cox. Business Negotiation. Louvain-La-Neuve: De Boeck, cop., 2014. Print.

Rungman, Alan M and Simon Collinson. International business. 6th. Harlow: Pearson Education, 2012. Print.

Watkins, Michael. Breakthrough business negotiation : a toolbox for managers. San Francisco: Jossey-Bass, 2010. Print.