Automex

Scenario One Reflection Paper

The learning team that consists of views from diverse cultural backgrounds and experiences reviewed the US Auto and AutoMex scenario. The team's scenario consensus scenario was varied yet similar in outcome. When using the 9-Step Problem-Solving Model as a guide, the following provides the reflections of the team-based on effectiveness, challenge and application to the US Auto and AutoMex scenario.

Effectiveness of the 9-Step Problem-Solving Model

The effectiveness of the 9-Step Problem-Solving Model for the team was the ability to dissect an issue into manageable stages. The use of creative, critical thinking and a weighing scale to prioritize issues produced an understanding that many solutions are available. The Scale identified a possible Win-Win solution for both negotiating parties.

In the US Auto and AutoMex scenario, the negotiation provided opportunities and risks for both parties. The model identified how the risks could be mitigated for each company. In the scenario, US Auto was unable to perceive the risk to the hybrid technology as an opportunity for expansion into global markets.

Challenges of the 9-Step Problem-Solving Model

Challenges of the 9-Step Problem-Solving Model are the assumptions and possibilities to reach an unanimous consensus. Part of the process is showing different rationales with US Auto. The challenge was providing a solution that was singularly advantageous while providing an opportunity to AutoMex. Objectively, US Auto's assumption of value was not in agreement with AutoMex.

A major challenge was the lack of disclosure from US Auto to AutoMex during the negotiations regarding US Auto's hybrid engine. Strategically, leverage should be maintained during negotiations; however, durning negotiations US Auto was negligible to leave necessary information undisclosed. Disclosure is an aspect of relaying an opportunity solution while remaining loyal and effective during negotiation.

US Auto perceived a rush to gather information skewing the financial data with the assumption that AutoMex could expand without the Hybrid engine and increase quality and training of the workforce. A merger between both US Auto and AutoMex would allow marketing AutoMex as a US Manufacturer alternative, offering an U.S. quality product, from a local source to Central and South America.

The opportunity presented by US Auto required planned legal considerations, specific duties and responsibilities stated in the contract to avoid misunderstandings or deficiencies. US Auto's failure to explore this process, instead looking for a quick fix to a company dilemma, caused the negotiation to fail. Knowledge of available resources and application of those resources is another challenge faced by companies today.

Application of the 9-Step Problem-Solving Model

End-State goals are important to understand before negotiations occur. The process should effectively communicate perspective advantages and disadvantages for each negotiating party. Negotiating parties require a sense of open-mindedness to remain effectual and impartial while examining the opportunity presented in a set frame of time.

The 9-Step Problem-Solving Model is effective in present day situations because the model effectively dissects an issue into digestible pieces while reviewing the cause rather than the effect. The Problem-Solving Model benefits an organization's focus on preventing dilemmas and handling the cause of issues rather than quick fixing reoccurring issues. The general intent of the negotiation was to save US Auto from financial failure and loss of market share. Although US Auto initiated the negotiations, the business failed to recognize AutoMex requirements.

Healthcare often operates in much the same manner. Deals are lost over small but fixable matters. For an example, a nursing home chain wanted services from a bed company. The bed company wanted $15 a day for a bed. The nursing home wanted to only pay $12 a day with a minim of 100 beds a day. The bed company ended up refusing the deal-based on price. The nursing home chain obtained the same offer with another business. This deal that was refused now is causing negative impact. The negative impact is felt because the nursing home chain parent company is a major insurance company. Thus any subscriber of that