The root cause The root of the problem revolved around certain types of fittings and pins. Some of these parts were bending and distorting from the operation of the machinery, leading to the issue of damaged units. Quality control then had to reject these units because of imperfections. These rejected components were put aside and then reworked later in the month. This extra effort resulted in increased costs, as workers had to put in overtime to meet quotas. The issue was, these extra costs were not in the manufacturing budget. The manager of this subassembly line didn’t want to shoulder these overhead expenses, feeling it was not his line’s responsibility. Likewise, the manager of the final assembly department also refused to accept the increased costs. He argued that the extra costs were a direct result of the poor work of the subassembly department. The subassembly department manager countered this argument. He claimed that the parts were in good condition before they left his department. He stated that the damage must have occurred in the final assembly manager’s department instead. Both sides had reached a deadlock. Some time passed before both sides could reach a resolution. What both sides were really seeking was to find a long-term solution. 

a) Define the concept negotiation deadlock with literature reference.

b) Looking at the situation in this case which conflict resolution style between red and blue style can be adopted in this case? Justify your choice. 

c) If you were the general manager of this organization, explain how you would deal with the two managers involved?