Consider the following scenario:
Your organization has just introduced a new software product to the market. The product release was already several months behind schedule, and the organization head authorized the release before customer service and sales personnel were trained and debriefed on the product. The product has had excellent sales; however, customers are calling in to complain about an installation issue that causes their system to crash. Although the creators of the product are aware of the problem, the fix is not widely known within the organization. Customers are upset when they cannot get help or answers, and they are taking out their frustration on the technicians and representatives who are responding to the calls. The technicians and representatives are blaming the situation on the sales staff for putting out a product with such a problem, and the sales staff is blaming administration and production for putting out a product without giving the sales staff training or debugging information. As more of the product is returned and the profit line is taking a hit, all of the departments involved are feeling pressure from the executive team. Your supervisor knows that you have been focusing on conflict management in your course work and has asked you to develop a conflict resolution procedure to address this and similar problems.
Based on the scenario, answer the following questions:
What would be the core elements of a conflict resolution procedure that you would develop?
As a manager, what would concern you most if this situation arose in your area of responsibility?
What do you think about other solutions proposed by the class?
What would you change or improve about some of the other approaches to the situation?
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