ROLE PLAY BY SSENYONJO MICHEAL THE OWNER OF THE MASINDI CEMENT

PLANT AND MAGAMBO ROBERT THE LEAD TRADE REPRESENTATIVE ACCORDING

TO IN CONCLUSION IN CHAPTER 4

As per the dialogue that ensued between me MAGAMBO ROBERT and SSENYONJO

MICHEAL, SSENYONJO MICHEAL took up the role of the owner of Masindi Cement Plant

while me MAGAMBO ROBERT was in for being the representative of the trade union.

Chapter 1 of getting to yes entails not to bargain over position. There was hard positional

bargaining in the start of the conversation given the fact that we were both two leaders in

different respects, and with different objectives. My first concern was safety of the employees in

which he demanded for guard rails. SSENYONJO MICHEAL retaliated by deeming these

unnecessary due to fact that the company had existed for a long time without the guardrails

and that whatever misfortunes occurred, it was because of the fact that accidents occur

anywhere, anytime this shows that both of us put emphasis on positional bargaining

In Chapter 2 of getting yes use of emphasizes to separate the people from the problem the

words used in the negotiation must not attack the person and must ensure that good

relationship is kept Me MAGAMBO ROBERT further requested for top of the line helmets and

googles with the unit price of a helmet being 300,000 UGX, for over 80 employees. SSENYONJO

MICHEAL rejected this because the cost was too high and that the economic situation in the

country was not good. I insisted that even with this, we could not jeopardize safety of workers. ,

He retaliated that if the workers could not manage the situation, they could leave. In event of

my tactic, I cited for him Sections 19 and 26 of the Occupational Safety and Health Act, Act 9 of

2006, which provide for provision of protective equipment and safety of premises.
Chapter 3 of getting to yes entails using the BATNA meaning the best alternative to

negotiation agreement On the issue of wage increase, Me, MAGAMBO ROBERT had set

standard by at least 2000 UGX increment an hour for the workers which he rejected. He argued

on basis of inflation which made foods prices go up and high cost of living. I also counter-

argued on basis that this inflation made expenditures at the company high. He had set a bottom

line (chapter 3) of 2000 UGX which kept us in our positions, hence wasting time. He also told

me of how the workers are provided with food at the factory, which he argued was sufficient.

However, I applied the BATNA (Best Alternative to a Negotiated Agreement) I had proposed

at least an increment of 1500 UGX for the period of the inflation, and then that I would adjust to

the 2000 UGX when the inflation got done.

Chapter 4 states invent options for mutual gain, Before we get started, it should be noted that

dimension has a different value therefore to arrive at an agreement parties in a negotiation must

be warned against the following obstacles premature judgement, the search for a single answer,

assuming a fixed quantity, thinking that his problem is to solve his problem I was of the view

that SSENYONJO MICHEAL was not concerned about the workers because of the fact that even

for the last meeting, none of the objectives discussed was worked upon. He made it clear that

the workers would leave if they were not considered. This was again hard positional bargaining

as he opted for a trick of pressure attacks. I questioned the integrity of this threat by asking

whether it is necessary. then proposed that we list the interests in order of importance (chapter

1), hence focusing on interests, not positions. This would help us to handle the objectives, one

by one and ensure efficient outcomes. I approved of his idea and actually suggested that he

consults with the workers on what objective should fall in place first, hence applying negotiation

jiu jitsu.
In conclusion, most of the elements were used in the role play between me MAGAMBO

ROBERT and SSENYONJO MICHEAL especially in circumstances where we fell short of

positional bargaining.