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My week had been spent in meetings, one atter the other. Some moetings were union negotiations, others were for acquisitions, and then there were the typicat management leam meetings. After making the few hours drive from Chicago, I arrived in Champaign, Illinois, for negotiations and met my boss outside the conferonce room. I asked if there was anything important I missod at the management meeting the day before that might impact the present nogotiations. To my relief he said there wasnt much to miss, and wo chatted for a while until all the union representatives arrived The biggest issue, as tends to bo the case, was wages for all those covored by the collective bafgaining agreement (CBA) The construction industry was still recovering from the financial crisis a few years prior, and new construction jobs wore not bidding as frequently as we would have preferred. As lead negotiator a few of the important aspects of my job were (a) ensuing the total compensation packages for all of the ditlerent CBAs were in tine With the labor market, compotitive, and within budpot; (b) explaining out financials to the unions; and (c) developing and proposing alternate packages as niooded in respcnse to union pepresals: The union presented us with a proposal for a minimum of 9% wage increases, something our organization could not afford given wo alieady had over 1,000 employees en furfough. Whie offering some financial information to the union my bost interrupled me, nght there in front of everyone in the conference room. F' take it from here", he said. "It seoms Jennder doesn't have all the facts hore." I stared at him protty hard for a few soconds before seting my pencil down, indicating I would withdraw from the conversotion while bo was offering his information. He proceoded to tel the group that I missed an important inanagement meeting the day before and therefore was not in the know on some key items. He wont on to tak about how our company was having to bid below what if actualiy cost is on construction jobs in order to keop people working. The rest of the information he shared did not make in to my mermory because I was se livid in that. mornent My mind was racing. How could someone losk me in the face and say there was nothing I needed to know and then. in front of an entire group of people, call out that I didnt know something? Why would he purposefully try to make me look bad at this negotiation? What could he poss ibly gain by acting this way? I had no answers to these questions, but I spent my drive home wondering how I was going to handie this. Consider our course material for the woek. Which of the strategies in Cloke \& Goldsmith (2011) might be rolovant or useful in this scenario? What are some of the possille undertying foctors/orces that might be at play here? Does the fact that this oceured during a negotiation mean anything? How might ernobional. inteligenco, personality, or cognition infuence what is happening? Ave thore other similar situations oxpenoncod by those in our class that might shed some iight on this sitisation or vico versa? Each student is responsible for three (3) response posts within thits thread. Posts should bo on different days of the wook and completed by Sunday, June Ath at 11.59 PM. Response posts may be directly to me within this thread, replos to other posts from other students, or replies to my comments/responsos, Our goal is to start tying to analyze confict from multiple sides and porspectives. I look for ward to the discussion