please give a formal planning document for this negotiation

Creative Consensus, Inc. box 473, HCR 33, Spruce Head, ME 04859 phone: 207-596-6373 fax: 207-596-0538 email: cci@midcoast.com THE PERFORMANCE INTERVIEW Leonard Crecnhaleh Dartmouth Colleve GENERAL. INFORMATION AND CONFIDENTIAL INFORMATION FOR LEE PETTY, PRODUCT MANAGER The Sloane Company, beadquartered in Toronte, is a subsidary of a British moltinational. Sloane produces and markets four major brands of eosmetics for the North American market. The marketing fanction is organized as shown in Figure 1, with prodoct managers reporting to brand manapers. This exercise involves a moeting between Chris Amon, the brand manager, and Lee Petty, one of Chris's three prodact managers. Both came to the Sloane Company afler roceiving their MBAs from the Tuck School (although they were bot in the same elass; Chris. graduated several years before Lee). One of Lee's peers has an MBA from the University of British Columbia, the other from the University of Western Onario. Chris has been with Sloane for fen years, Lee for four. FICEITRE I O 1 M96-2016 Dispute Resolution Research Center (DRRC), Keloge School of Manapement, Northwestern University. All rights reserved. DRRCKTAG seoching materais are protected by copynghe lan. DeeeC meunes a per person royalty for use of its exercises: Vacation Pelicy of the Sloane Company Creative Consensus, Inc. box 473, HCR 33, Spruce Head, ME 04859 phone: 207-596-6373 fax: 207-596-0538 cmail: cci@midcoast.com THE PERFORMANCE INTERVIEW Lconard Grecenhaleh Darteandh College INFORMATION FOR LEE PETTV, PRODUCT MANAGER Your immediate supervisor, Chris Amon has feturned from extended overseas travel and is now casching up on a backlog of administrative duties. Among these duties are the long-overdue teviens of the prodact managers. Chris has been a pood boss ever the past two your sisce you were promoted from asoistant product manager, and has been particularty. supportive of you, but has a tendency to dump things in your lap and not be around to follow theough Daring the past six months, for instance, Chris tried to pass two peojects onto you and your group of three assistant product manapers. Fach happened to eome at a bad time for your group. bat Chris was out of town at these times and didn't realiwe that your group was particularly busy while cther grougs sere renning dack. Chris was reascrable wher you pointed this out, and quickly reasipnod the prejects. but you fett a little bad because you always try to cooperafe. If Chris had been in the office more, these projects - which werent particularly interesting of challeaging - would autonatically have gone to lensbusy product manazers. You suspect that Chris iends to think of your group first because you have the best track record. On the one hand, thes is flattering. but on the other hasd. your group is in effect being penalired for being pood when you get saddled with extra projects that ase jast "busy-work" for the group. The other prodact managers secm a little jealous of what yodve accomplished. They have MBA's from top schools in Cansda, and there has always been some interpersonal rivalry between you. But you feel that they have, at times, gone beyond kidding around and have tried to undermine you in the eyes of hipher management. In addition, they are eager to ask for help from you and your group, but seldom give yoe the crodit that is due of retum the favor when you aced help. This is an organization in which the newads ate from producing results, not from ceoprrating. When your tivals take the credit for the help yoe gave them, you're only harting yourself. The other product managers have goee beyond simply exploiting you and your group and have actually tried to undermine you by making nitpicking coenplants to higher management about your attempe to build a little flextime into an overly rigid orparication. Your group always gets the job done, even if it means working evenings and weekends. Other groups miss deadlines bocause they like to keep to a 9.5 schedule. You occasionally return the favor to your assistant prodact managers by being flexible when they have something special to do outside the office. Such flexibility is inconsistent with the ecenpany policy that was developed for the hourly werkers Thus, when the assistant product mangers have received your approval to take time off, they leave the official bessage in the office that they are "working at home," "visiting the agency," "ehocking oer a point of purchase display" in downtown Teroato, of something simular. You wish you didn' have to do things this way. but the rather inflexible scensany policies on time-off give you little choice. The nules are anchaic. They were written years ago for socretaries and others who mest consistently be available during the hours the office is open; these rules do not apply well to professionals sach as the assidant pooduct manigers. The mimosity from other prodect managers and their groups is particularly bothersone as you contemplate your upcoming performanoe review with Chris becase of a strange occurtence in your office over the weeliend. You carme in to catch up with some O 19342016 Dispute Resolution Reseach Center (DRRC), Kallose School of Management, Northwestern University. All rights reserved. Creative Consensus, Inc. work last Saturday and made a phone call to the home of an advertising agency executive. She was very busy when you called, and her husband said she woold eall back in 15 minutes. While you were waiting. you wrote a quick letter io Ledie, with whom you have been remantically involved for the past six months but who unfortumately lives in Montreal. When you were part way through the second page of the letter, your forantain pen hemorrtaped and spoiled the page. You rewrote the page and had finished the letter by the fime your call was returned. You had forgotien about this event until Monday morning. Monday started off badly. You were menaced on the subway by two adolescent thuges. Then you had to wait forever for a new and obvioxsly incorrpetent waitress to serve you breakfast. When it finally arrived, you found you had been served an onigo bagel instead of your watal plain bagel, but you were already late so you didn't dare send it back and have to wait for another one. Because you didnt want to taste your breakfast all dary, you bought a pack of Deatyme chewing gum and chewed a piece as you walked to your office. When you sat down at your dedk and watited to discard your gum, you looked in the wastebusket for a piece of paper to wrap your gum in. There was onc crumpled piece of paper, the second page of your note to Leslie, which you remembered discarding the previeas Siturday. You epened it up to place the ased gum in it and saw the number "1983" written in ballpoint pen on the back. This was purding. You wete sure you began with a clean sheet, and the office had been locked from the time you left on Saturday until your arrival Monday marning. You then re-read the other side, and became coocemed. If a rival product manager had photocopied that page, in your very distinctive handwriting the information could be used to discredit you. The text of what you wrote is shown in Figare 3 below: In was poor jodenent on your part to express in writing a practice that is fairly common among janior-level marketing people at Sloane. The company's vacation policy was handed down by the Britich parent company 20 years apo, and is 50 anreasonable that people have to bend the rules a Iintle to alapt. Prodact managers do a lot of travelling. A key source of imformation about new developments by competitaes is the composents' manufacturers. For instance, Slivase first found oet its majot eompetitor was planning to lanch an acrosol astiperipirant from the actoool-vahe manefacturet. Thus, there is almost always somrooe from Sloane at trade inettings and conventions Since these events are often held at vacation resorts, antendees offen manage to budget a lot of leisure time during the event. The coevention in Sin Diego you referred to in your letter is pot on by the Cosmeties Chemicals Manuficturers Association. You have little interest or Inomalede of chenistry, but a strong interest in San Diego where your friends live. You wrote a foutine memo to pet the trip approved. The request was approved without question Yoa dont foel at all puilty about asking to go to a covevetion that you're not teally interested in I's a gandard peryuivite of the job, and some assistant produst managers had informally fold you of this benefie over ooflee during your ealltuck interview: But youhe a little worricd that some rival product munager might have seen the page and metutioned it to Chris to make trouble for you. Boch the paper and the gum wese flunhed down the bilat lase Mondry moming You acver did figure out why somoce would have written "1983" an your shect of paper. FIGURE 3 Text of Pape of Lee Petry's Letter and in probatly Or with them. Itm delighted you can get the time off wok to meet me in Son Dego. Whit heve a hotet so stay in: a rental car, and an expense apcount. Nil I have to do is negiter for the comenton We can skip out an 1 S. foot Hobie Cat that we can take out wherever we want. Ii be calling you next week when im in Montreat i hope focto- wnting stopped at this point becanse of a targe inkbot the page was chiouly crumpled belore the ink had diled