$0.00 – $6.00
A non-team, multi-issue, non-scorable exercise that gives participants an opportunity to map a conflict at the workplace.
Akron Steel, one of the largest recyclers of ferrous metals in the U.S., is looking to expand even more in the next five years. Poor sales performance over the last six months, however, may limit Akron’s access to capital for expansion. A task force investigates the problem to determine the reasons for poor sales performance and provide recommendations to correct the problem.
When it’s discovered that regional sales managers were overstating their sales estimates the presentation goes ahead but tempers flare. A facilitator is brought in for a follow-up meeting to address the ramifications of the blow up and help the task force get back on track by rebuilding trust within the group and clarifying what the task force would do regarding the charge of poor sales forecasting.
By meeting with each task force member the facilitator determines that the areas of concern are financial impact, customer and supplier relations, and human resources.
In groups of six, facilitators and task force members create maps of the conflict using a matrix illustrating how issues should be framed and what agenda the next task force meeting should follow.
Players have 30 minutes of preparation time. Mapping the conflict takes about 70 minutes.
- the effect of relationships on negotiation outcomes
- resolving conflict and clarifying issues before negotiating
- techniques for mapping a conflict in an emotionally charged situation
- overcoming emotional obstacles in problem solving
- giving order and clarity to a emotional issue
- decoding communication
For all parties:
Role-specific instructions for:
B. Davis: Chair of the Task Force
K. Martin: Product design specialist
R. Nakano: Special assistant to the vice resident of Sales
Akron Steel Attributes
|Time required:||70 Minutes|
|Neutral third party present:||Yes|
|Teaching notes available:||No|