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Case Study, Pages: 1, Philosophy

Case 19.1: Juan Braun’s Strategy Analysis

Case 19.1: Juan Braun’s Strategy Analysis

Case Summary

The case relates to Juan Braun, an auditor in a global accounting firm. Although Juan has great client reviews and technical success, some colleagues feel he is too reserved to succeed in public accounting. Juan is new in law school and intends to continue working in the audit division: Case 19.1: Juan Braun’s Strategy Analysis.

However, he has been told that law school support is usually limited to tax division staff (Corvette, 2007). Now, he will challenge his office partner and present a new program in which to study.

Case Discussion Questions

Evaluation of Juan’s strategy

The method used by Juan is not practical. Insisting on a new schedule can be risky without knowing the firm’s policies. Notably, this aggressive posture might come across as high-handed or uncooperative, particularly if the company usually prefers the tax group in legal education. Juan’s tone of voice is soft-spoken. Essentially, this may make such a direct demand not to suit his tone of communication and therefore make it relatively weak.

Juan’s Vulnerability

Juan is aggressive in his behavior as compared to his reserved personality. Notably, this creates a dull performance or shyness at the negotiation table (Eko & Putranto, 2021). Also, he is unfamiliar with internal policy, which undermines his bargaining position.

Failing to package his request for mutual gain, he exposes himself to the risk of being turned down, which might likely damage his reputation within the company. The fact that he is alienated by his colleagues in the audit department on this matter reduces his source of support.

Designing a New, More Effective Strategy for Juan

Juan should investigate what the firm has been doing and seek colleagues’ approval. He ought to ask the partner in charge to sit down with him so that he can lay out his long-term plans to him. He should present position swings as possible alternatives where time changes can be made without inconveniencing the partner. Formulating the discussion regarding what he can offer and his exemplary track record of high performance can make his request look more attractive (Bruce et al., 2024).

Conclusion

This case highlights the process for effective negotiation. It underlines the importance of preparation, alignment between communication style and strategy, and framing negotiations to address personal and organizational interests.

References

Bruce, M. J., Chang, A., Evans, L., Streb, M., Dehon, J., & Handal, P. J. (2024). Relationship of conflict, conflict avoidance, and conflict resolution to psychological adjustment. Psychological Reports, 127(5), 2324–2333. https://doi.org/10.1177/00332941221146708

Corvette, B. A. B. (2007). Conflict management: A practical guide to developing negotiation strategies. Pearson Prentice Hall.

Eko, B. S., & Putranto, H. (2021). Face negotiation strategy based on local wisdom and intercultural competence to promote inter-ethnic conflict resolution: Case study of Balinuraga, Lampung. Journal of Intercultural Communication Research, 50(5), 506–540. https://doi.org/10.1080/17475759.2021.1898450

Chapter Assignments

Read and answer the case study. The assignment is submitted to Turnitin. course textbook: Budjac Corvette, B. A. (2007). Conflict management: A practical guide to developing negotiation strategies. Upper Saddle River, NJ: Pearson Additional information: ISBN 9780131193239, Edition: 1st

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Question 

Chapter Assignments:
You will be asked to complete assignments to demonstrate your understanding of the course content.

For each chapter assignment, you will be asked to reflect on the case/task. Some assignments will require you to answer questions that are included in the text. In addition to answering each of the questions, you must include at least two credible sources to support your points (not including the textbook) in APA formatting.

These do not need to be current, but they cannot be blogs or popular news sites. Each chapter assignment is worth 10 points, and grading rubrics can be found in the content area on D2L. The format for the chapter assignments are as follows:

  1. Provide a summary of the case or expectations of the assignment, if a readable case is available (Minimum 3 full sentences)
  2.  Answer/expand each of the questions associated with the case (Should be more than one sentence. AVOID yes, no, or I agree as your only response)
  3. Provide a brief conclusion on how or why this could help you in understanding conflict management/negotiations.
  4. Provide two credible external sources in addition to the textbook

Integrating all that you have learned will require application through practice, practice, practice!

Key Terms, Phrases, and Concepts
Personal Negotiating Power
Predicting Behavior

Review Questions
Mark each of questions 1 through 4 as True (T) or False (F) and answer questions 5 through 10.
T F 1. It is possible to predict behavior.
T F 2. It is just a fact that some people are natural negotiators.
T F 3. Individuals should carefully consider which tactics fit them.
T F 4. Some tactics are distractive while others work to focus participants.

Case 19.1: Juan Braun’s Strategy Analysis

Case 19.1: Juan Braun’s Strategy Analysis


5. Identify at least two natural tendencies you possess that help to make you an effective negotiator.

6. Identify what aspects of your personality make you most vulnerable to errors in negotiation.

7. What knowledge is necessary to predict others‘ behavior?

8. Identify two areas in which you require the most improvement.

9. What will you do to improve your performance in the areas you identified in question 8?

10. What steps should you take when confronted with an uncooperative counterpart?


Case 19.1
Juan Braun works for an international accounting firm. He is a gentle soul. In fact, in one of the reviews that followed an auditing engagement, he was told that he is simply too shy and sensitive to succeed in public accounting. His technical reviews are outstanding.

His clients praise him for his persistence, patience, and understanding. They also comment on his knowledge and intelligence. Juan has been accepted into law school.

A colleague told him that the firm encourages only tax division employees to attend law school. Juan intends to remain in the audit division. Juan plans to go to the partner in charge of the office and demand a revised schedule that will facilitate his attending and completing law school.

Case Discussion Questions
1. Critically evaluate Juan‘s strategy. Will it be effective? Why or why not?
2. What makes Juan most vulnerable in this case?
3. Design a new, more effective strategy for Juan.

Answers to Quiz in Box 19.1

  •  Answer to Question 1: Positive approach words include interaction, mutual benefit, interdependence, opportunity, difference, exchange, persuade, exciting, stimulating, and challenging.
  • Answer to Question 2:A high level of Type A competitiveness or a strong need for personal power may cause one to be prone to a competitive approach to negotiation.
  •  Answer to Question 3:Astrong Type B person may find a collaborative approach naturally comfortable.
  • Answer to Question 4: Key psychological and sociological factors that tend to enhance effective communication include good listening, accurate self–awareness, self–control, adaptation of approach, order, and presentation to meet the perception and cognitive style of one‘s counterpart.
  • Answer toQuestion5:Keyfactors tending to diminish effective communication and/or, depending upon their severity, tending to result in conflict and/or total breakdown include interrupting; rigidity in plan, approach, and style; excessive repetition; making assumptions; loss of control; offensive behavior or words; and differences in personality and cognitive style.
  • Answer to Question 6: What is sometimes viewed as an offensive or difficult behavior is often merely a reflection of a personality comprised of components opposite to one‘s own. Abstraction and distraction to one are reflection and interrelating to another. While one responds to approaching deadlines, another sees no date or end.
    Annoying detail to     one is the tangible substance of importance to another. What is justice to one is relative and subjective to another. We tend to expect others to be like us.We tend to take offense when someone does not act as we expect.