1. What else do you think will be important in this negotiation? History between the parties? Negotiation mistakes? Resource or time constraints? Culture? etc etc etc...
2. Anything else you want to add, ask, or had thought about?

Performance Interview: Travis Burfield Faith Connors is the Product Manager for Innovation Analytics in the Mobile Technology Division (MTD) of Human Analytics 8;. Logistics (HAL). HAL is a large multinational consulting organization that provides custom enterprise solutions to business clients. Mobile Tech makes mobile apps specifically, and there are four different divisions: 1) Market Tracking focuses on products and market penetration, 2) People Analytics focuses on HR and employee evaluation, 3) Collaboration Tracking focuses on project workflow tracking, and 4) Innovation Analytics is the catcheali for any projects that don't really fit within the other three. The MTD is run by Travis Burlield, who is a Senior Manager reports to the VP for Application Technology. Travis oversees all software products, and is at the same level as other functional VPs [e.g., HR, Legal, Corporate Strategy, etc.). lt'sTravis' job to evaluate each Product Manager in the MTD every three months, and to determine the raise percentage once a year. It is nowthat time, and Travis has done all the evaluations except for Faith's. When Faith started working for Travis four years ago, they discovered that they were both Mason Alums, and they both grew up in Fairfax, VA. Even though Travis was older, they had a lot of common experiences in terms cftheir upbringing. Both went to James Madison High, and they had a lot of the same teachers and hung out at a lot of the same places. Their shared experience made it natural for them to bond, and they would almost always eat lunch together. They would also hang out on the weekends and even frequent some of their favorite places in Fairfax. At work they consistently support each other and back each other up. The relationship between Faith and Travis was positive in some ways and negative in others. On the positive side, Faith felt comfortable going to Travis for career advice as well as technical advice on her projects. Travis also felt comfortable giving Faith the more interesting and difficult projects because he knew she was very skilled. Of course, there were also grumblings that Travis played favorites and that Faith got to take advantage as the "teacher's pet.\" Normally such comments are an unfortunate part of office politics, but the situation seems to be getting more out of hand, and this is probably something that needs to be dealt with one way or another. Travla' perspectiv- Faith is generally a great worker. You often call on her when the other teams need help or a project is important, and she and her team always deliver. Products are on time and the client is always happy, It should be easy to give her a 7% raise, which is clearly above the 5% raise the other product managers get, and should signal how much you appreciate her and her team. The challenge is going to be reigning Faith in. She is really startingto take many liberties, and it is starting to cause problems among the other teams and beyond. One person who is particularly vocal is Celeste from Collaboration Analytics. Celeste never seems to tire of pointing out all the ways Faith gets special treatment. This is somewhat ironic given that Faith saved Celeste's team this year after Celeste was completely failing to develop her group's inter-team collaboration app for the URI project. Faith put her team on to help and in three weeks they got the job done with a project that made everyone look good. Vou would think that Celeste would have been really appreciative. instead she came to you and "informed\" you that Faith was letting her people take unofficial PTO (paid time off). She said that Faith would let her people take days off underthe guise of "field research." This was_r_(_s_a_l_|_y__a_r_|_r_t_oyi_r_\\g. You understood why Faith was doing this. She often complains that HAL has an archaic policy on vacation time , 2 weeks until you have been here 5 years, then you get 4 weeks until you have been here 10 years, then you get 6 weeks. It is an old policy that HR, for some reason, maintains. Faith Hit and most of her team have only been here 4years, so she was clearly trying to find a worka round. But now that Celeste has raised this issue, it makes you seem like you're playing favorites il'you do nothing. You don't know if Celeste has said anything to the other background nonpartlcipants in this negotiation the other division leads - but if she does it looks bad. Somehow you need to get Faith into line because it undermines your leadership when she goes rogue. It's tough, though, because whenever you ask Faith to do something, she always does it. And it turns out you rely on her a lot to complete projects that are either really important or in danger of being late. The other teams seem to work much more slowly than Faith's team, and they can also sometimes produce product that is "B\" level. Forthat reason, when you want something done right you go to Faith. when Faith complains, you tell herthat as the Innovation group, they can be assigned anything. What else can you say? To say \"the other groups might not do a good job\" would undermine the whole MTD. Perhaps your biggest problem relates to a rotten discovery you made this Monday morning. Vou went into Faith's office to find a file for one of the Innovation analytics projects. You thought she was in there because the door was ajar. While you were there you wanted to look something up on the web, and when you went to her computer to pull up the browser, you saw an email from Faith that read: \"Hey, just wanted to let you know l will be in town next month. I have a conference lput in to attend on cybersecurlty, burl really only want to go to a few sessions. Mostly .' am coming to hang out in San Francisco. Maybe we could get together?! have some other friends out there who have a really cool boot that we can go out in, Let me know if you are around. It would be great to see you. l'll be staying at the Renaissance {on the company dimel)\" Voujust approved the Cybersecurity conference in San Francisco for Faith. You remember wondering why she was going because there were no Cybersecurity projects in the pipeline or even innovations in R&D, but you did not give it much more thought. That may have been what caught your eye, and by the time you realized it was Faithjs personal email you were seeing you had already read it. Now you are pi_ _e__d. The occasional day off is one thing, company paid vacations are another. Of course, when you went to ask where Faith was, the admin said she was not coming in for another hour, which made you madder. Waltzing in at 11:00 AM seems a little late maybe?!?! It seems like she is not respecting your relationship. But now you are in a bind. While technically you have access to any office in your division, privacy is the norm. Moreover, what you read was a personal email, and that you do not have any right to access {though it was on screen so you did not really \"access" it). This really means you need to reign Faith in, because ifthis kind of behavior got out... well you don't wantto think about it