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An Overview of Negotiation as a Solution to a Conflict

  • Category: Health
  • Subcategory: Health Care
  • Topic: Osha
  • Pages: 1
  • Words: 558
  • Published: 15 November 2018
  • Downloads: 25
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Negotiation Pricing and Conflict Resolution

A negotiation is an outstanding approach to problem-solving. Taking the case of the informal conference with OSHA, negotiation is paramount to ensure that the interest of the company does not conflict the working ethics. Occupation safety is essential in any organization. However, some provisions may be so high and expensive for the small companies to comply. Having negotiations with the OSHA officials is the best approach to ensure a safe working environment that does not oppress the company. Although such meeting is informal, it is important for the company to make prior preparations for the negotiations.

In the process of preparing for the negotiations, the company will be provoked to engage in research for alternatives to occupational safety. When the company presents these alternatives during the negotiation, an image of enthusiasm and concern for human safety in the workplace will be depicted. From this presentation, OSHA directors will note the company’s concern and good faith to foster human safety, hence withdrawing the perspective of ignorance. This will lead to the withdrawal of the fines to manageable sums. When the alternatives presented are bought by OSHA, the company will be in a better chance to embrace occupation safety at the least cost.

According to Menkel-Meadow (2017), creating alternatives when preparing for the negotiation will introduce new ideas in the discussion forums. The meeting is ideally on cited cases of concern, particularly the open elevator shaft and grounding prong that was removed from the extension cord. The alternatives presented will change the negotiation for a hard bargain to win partnered relationships. Instead of OSHA compelling the company to stick to the citations, the alternatives will harmonize the situation, creating a cooperative relationship between OSHA and the company with a key objective to foster occupational safety.

Preparing for the negotiation with a wide range of alternatives will make the company remain flexible. The company will not be bound to ‘take-it-or-leave-it proposition’ that may put it at a fix (Cleary, 2016). Instead, the company will engage the OSHA to a discussion centred to the manageable alternatives that the company will comfortably work on to enhance safety in work. Instead of confronting the OSHA director, or defending the company’s act of not enhancing human safety, the company will prove through negotiation that they can do it, but in a different approach. The alternatives will show how paramount safety is to a working place.

The case at hand cannot be defended. The company has already been subjected to $14,000 fine and has no room to explain why they could not conform to the OSHA provisions. The theme of the negotiation is not to prove the company’s actions legitimacy, but to win a reduction or uplifting of the fine. This can only be done by giving alternative approach. Alternatively, the company could have negotiated to prove why it didn’t conform to the provisions of OSHA, which seem to challenge OSHA’s competence or expertise, simmering conflict and provoking more actions beyond the $14,000 fine.

In conclusion, negotiation stands as the best alternative to problem-solving. However, the preparation and approach to negotiation will determine its success. Coming up with alternatives is the best negotiation strategy that shows concern and interest instead of ignorance and negligence. The alternatives are tabled out to bring a solution without undermining the interest of the involved parties.

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