Introduction The report focuses on the use of decision-analytic approach to negotiation to find out how the approach can be used in the context of the conflict between the UK Airways and its cabin crew. Some of the major problems that the UK Airways is facing are dispute due to the change in working practices in the airlines. These changes are mostly due to the reduction in number of staff on long and short haul flights. There are various other concerns as well that both the employees and the management are facing.
Some of them include overtime payment, shift duties, cuts in training budget, expenses and allowances. In this report, the researcher has applied the decision-analytic approach to negotiation to address these issues and find out possible solutions during the negotiation process between the management and the cabin crew. The report would provide an in-depth analysis of the decision-analytic approach and how to apply it in the present scenario. Further, the report would also focus on various pitfalls or barriers that might hamper the negotiation process and suggest means to overcome these barriers.
The report would conclude with a set of recommendations that the management might implement in order to make the negotiation process with the employees a success. Decision-analytic approach In case of conflicts, everyone looks towards solving the issue in an amicable manner. Negotiations play a pivotal role in such cases. However, to become undertake an effective negotiation process might not be easy as it requires taking and eliminating various decisions at the negotiation table. In case the negotiation goes wrong due to an incorrect decision, the entire deal might be called off.
Therefore, decision making in a negotiation is very important and it is also imperative to analyse each decision before the final one is taken (Barsade & Gibson 2007). The decision-analytic approach is used to analyse the decisions taken to give preference to a strategy over another one through the evaluation of the choice of the negotiator for each criteria. This approach helps in not only understanding the underlying motivation behind accepting the bargain but also finding out reasons behind considering a solution more attractive than the other.
Raiffa (1982) developed the decision-analytic approach to illustrate how common people react or behave during negotiations and how they should behave if they are smarter and consistent in their dealings. This approach is based on providing negotiators advices for handling real world conflicts. Although, Raiffa provides a general approach towards negotiating in case of conflicts, he also warns negotiators to access the behaviour of the conflicting party before applying the decision-analytic approach. In this approach, it is important to recreate the correct descriptions of the opposing party.
One should not assume about the characteristics of the opposing members, instead should have accurate facts so that the strengths and weaknesses of the opponent could be accessed properly. Further, this knowledge would also help in anticipating the possible behaviour of the opposing members (Barsade & Gibson 2007). The approach is applied in real life conflicts through two popular forms known as multi-attribute utility analysis and decision tree analysis. The multi-attribute utility analysis creates a structure analysing multiple decisions and alternate options to these decisions. Certain evaluation criteria are then developed to find out the relevance of these decisions.
Further, each decision is given priority as per the requirement. It is a rather static approach towards negotiation (Raiffa 1982).