Chapter 11

Grievance Handling
discuss:
In this chapter we will
Concept of Grievance
Causes of Grievance
Need for a Grievance Redressal Proccdure
.Effective Grievance Redressal
Procedure
Steps in a Grievance Redressal
Grievance Redressal Procedure in
Unionized Organizations
Redressal Procedure in India
Legislative Aspects of the Grievance
Conflict Resolution
Human Resource Management

In tneir ncCds, expcctatione

as individials.
Emplovecs differ and behavi
arc not
satisficd or their objcctives
arc not achieved e
kecp TCsulthcl
thcir nceds tne managcmcnt to .
an casy task 1or
dissatisfaction Il is not all 1s
motivated. all the tinnc. Therc can be
casons cmployes
satisfied and
being dissatisficd
For Cxample, lailing
becn cxpccling.
1o gcl a promotion or
can lcad o unhappincss and
a
ior an
pay hikC. empoyes
emplayo
cmployce has whcn il is formall. Ssatisfa: which
dissatisfaction takcs
of the maagement.
llhc shape ol a gricvance
to he the
brought aclion
ol an organizalion cnables noltce
The grievance redressal proccdirc
dissatisfaction. Ii is imporlant
that an organizatid has an cffective cmployccs to ir Aher
organizalio lo solve problems at the ler levelgricvance
indiredtvirges al
SYStcm. This hclps
the re
of
resull in dustrial unrest. Kccpine an
rather than have thenm
an organization check Ils policies and
gricvances also hclps
similar problcms in the
futurc. Ocedures emplt0 aovyeeond
CONCEPT OF GRIEVANCE

CB Mamoria' brings out the dillerence between dissatisfaction

grie
an individual is not happv in h.ance and
complaint. Dissatisfaction arises wlhen ob and when
the organization does not recognize the individual's goals. This dissatisfacti
complaints when an individual discusses it with another employee in the nads
in the organzation
When the dissatisfaction related to the work iS brought to the
the notice of the
management, the complaint becomes a grievance.
A grievance is a sign of an employee's discontent, either with the
the job or
organization. The gap betnween employee expectations and organizational the
normally leads to a grievance. An unpleasant relationship with the superviso
sometimes lead to a grievánce. Dale S. Beach defined grievance as "dissatisfaction
feeling of injustice in connection with one's employment situation that is brouphr
the notice of the management."<
Edwin B Flippo views grievance as "a type of discontent, which must alvars ha
expressed. A grievance is usúally more formal in character than a complaint. It can be
valid or ridiculous, and must grow out of something connected with companv
operations or policy. It must involve an interpretation or application of the provisions
ofthe labor contact."3
The above definitions show that the cause for a grievance is the lack of congnaense
between employee and management goals. When an employee has a gnevance and
takes it to the management, the grievance redressal authority must analyze it to
identify the root cause. If the management fails to take the necessary corective action
the employee's morale and consequently his performance will get affected. In extrene
cases, it can cven lead to industrial unrest if more employees feel dissatisfied and
discontented.
The management should show genuine concern and use a lhumanitarian appr
While dealing with employee gricvances. The grievance of an employce migh iane
htle signilicance to the management, but for the employe, it is of great siguificank
as il concerns his career and his nce
future in the organization. Theretore, a g
should be analyscd and settled
using a humane approach, along with proceuu
lcgal approaches. However, care should be taken to avoid any violation or s and

regulations as this might result in future problems for the management.

Personnel Management, Himalaya Publishing House, 12th Ed, 1998.

Personnel: The Management of People at Work, McMillan Publishing Compauiy 1975
Personnel Management, McGraw Hill, 6 Ed., 1984.
194
 Grievance Handling
OF GRIEVANCE
1U
S E SO F

ricances can also aise out ol the

GriC day-10-dav norking rclations in an
ndertaking
Dolations with
supervisors and ofher collcagucs also
determinc
atisfactio1n. According to the \ational ommission on cmplovee joh
Iohor the
fecting one or more indiv idual workers in respect of their wage pav ments complaints
o ortime
leavc. transfer. promotion, scniority. work assignmcnt and dischargc womld constitnte
erich ances." Such griCv ances. il not dealt with immcdiatcly and in accordance with a
raccdure that secures the respect of all parties. can result in a climatc of industrial
conflict.

The differcnt factors that can result in employec grievances arc

Dissatisfaction of the employce with his compensation or diffcrent components

of compensation like incentives or benefits

Employee disappointment resulting from denial of a promotion or a transfer

Unpleasant relationships iwith supervisor/s and other colleagues.
Unhealthy or harmful working conditions,
Job assignments that do not match employee aptitude or skill:
.Lack of adequate resources to achieve objectives of the job;
Denial of leave, overtime or other benefits.

REDRESSAL PROCEDURE
CED FOR A GRIEVANCE
in detail the benefits that accrue to an organization because of its
Let us study
grievance redressal procedure.
In the absence of a grievance redressal system, an employee
could either keep his
dissatisfaction to himself or share it with his colleagues. If an employee has no

means of expressing hisdissatistaction, he will get frustrated and this would

affect his performance. Ifhe chooses to share his grievances with his colleagues
environment. It might even
it could lead to unpleasantness and an unhealthy work
lead to industrial unrest.
level does not satisfy the
If the settlement of the grievance at the first (supervisor)
The employee is given more than one
employee, he can approach the next level.
opportunity in an effective redressal procedure.
Grievance procedures keep a check on arbitrary actions. As a result, supervisors
the
decisions. They are apprehensive of
usually do not indulge in biased order redress their
levels of management in to
employees approaching higher
grievances
communication. Enmployecs are free to
Grievance procedures help in upward By
or frustrations to the top management.
express their discontentment, problems of the
aware of the problems
this, the top management becomes increasingly
employees.
in the grievance redressal system,
Previous knowledge and experience, captured expansion or
the management when formulating major plans like plant
helps can take into
consideration the
installation of latest technology. The management
problems that may be encountered by the employees.
harmonious industrial
A good grievance system helps to maintain
redressal
into industrial
settled before they turn
relations as employee grievances are
conflicts.
195
 Human Resource Management

IIhclps the managcmcnt to

win the
trist and confidence of th.
thc
cmplovccs
opcn to
know that thcx havC an clfcctive channcl of.
rccommcndations
sctilcmcnt
for
of
redres5at,emplheyoy cesaTe i

EFFECTIVE GRIEVANCE REDRESSAL

The following conditions

are nccessary 1o a grievance redressal nre.
trust. conlidence and respect of all the
the
Enjovs he employ ees and
managcmcnt

Identifics the root cause for cmployce grievancc.

2
Resolves the issue al the
lowest possible level
3
in amicable manner.
Resolves the issue an
4
5. Resolves the issue without any dclay.
Does not result in any violation
of organizauonal rules and policice
6.
7. Provides for data and information management of employee grievanc.
Tracks the redressal procedure to provide the current status to the emus
nces
the management.
employce m
9. Helps the management to identity the core issues, which need to he .

future
avoided
10. Provides unbiased and objective redressal of employee grievances
1, Is a short and simple procedure that can be easily understood by al s
employees.
12. Considers the legal, social, financial and psychological aspects for an
amicab
settlement.

PROCEDURE
STEPS IN A GRIEVANCE REDRESSAL
There are different stages in any grievance redressaB procedure. An organization
design its own grievance redressal procedure, in consensus with its union
National Commission on Labor has suggested a "model procedure for grievan
redressal'. (Refer Figure 11.1.)
1. In the initial or the first stage, the employee conveys his grievance verbally to
supervisor (or the designated ofiicer). In case the supervisor fails to respou
within the prescribed time limit of 48 hours, the employee approaches the n
level in the redressal procedure.
At this level, the employee fills up the grievance redressal form of the compa
2.
and approaches the head of his department with it. The departmet
representatives play a role in the redressal procedure, from this stage. The heaa
the departnent has 3 days to reach a settlement, failing which the gneran

reaches the next level.

3. The third level in the redressal procedure is the Grievance Comnuner
Committec is given 7 days to discuss the issue with the employee anu
has to mprci
In case of a unanimous decision, the management
Selement. the management is given 3 days to communicate its decIsTO
Olherwise,
of a failure at this stage, the grievance is taken to the fourth stage
Dartmen

In the fourth stage of employee redressal, the employce and tne u

4 decision. The mana
representatives appeal the management to review its
to
ut
the
decis
change
has a week's time to revise its decision. In case there is
no

the issue may be referred to the union.

196
 Grievance Handling

Figure 11.1: Model Grievance Redressal Procedure

Voluntary VI Stage
Arbitration Settlemcnt
within 7 davs

NS
V Stage
Comnittee of Union
Management s
and Management decision on revision
Representatives within 7 days

N.S.
IV Stage
Manager Decision within 7 days

N.S.

Grievance Committee I Stage

Decision within 7 days

N.S.

II Stage
Head of the Decision within
Departmental

Representatives
Department 3 days

N.S.
I Stage
SuperviSor Response within 48
Departmental
hours
Representatives

N.S.

Foreman

Conveys
Verbally
Grievant Employee

Note: N.S. - Not Satisfied

Resource Management and Industrial

from P. Subba Rao, Essentials of Human Second Edition: 1999
Aaapled New Delhi
Keiations, Himalaya Publishing House,
issue and tries to reach a
I n the penultimate stage,
the union discusses the n case of the
and the management.
between the grievant employee of the grievance
Settlement reaches the last stage
union's failure to do so, the grievance
procedure.
197
 Human Resource Management

and thc last slagc. a scillcmenm is

6 In the s/nth onciliation (C d thra
arbitration by a third parts. normall a

shonild de complctcd withindrom

oneh
dass
dcpartmcnl
The levcl at which thc
This proces

gricvanccIs
scffled indicates the indhuct.
strial rclations
cAalcla
The lowucr the lcrel. the
in thc organisation
and ihe cullure
and tne cmpiovces FOr cxamplo if 1
15I h
the hcllcr
betwecn the managcmcni
scllled. hc oream/alion lpha rolatiel
opcn and heallhy
culturc. morc gricianccs
will hc
at the lowe cttled
On he other hand. morC gricanccc will ho
giCancc proccdurc.
il thc organizafion docs not havc a ho
stagcs the proccdurc
of healthy rolation
n the lr with
cmplovccs

REDRESSAL PROCEDURE IN
GRIEVANCE
ORGANIZATIONS UNIONE
The gricvance
rcdressal proccdure in
a unionized
organization 15
anization (uite
active rolediffcrent
1 he union
plays an
an
non-unionized organi7alion.
that in a
are the dilierent steps in the.
The follovwing in
employee grieyances. sene
in a unionized organization: procedire
lirst approaches his Suner
The employee with a grievance
verbally. 1his may also be
grievance nagcr
conveys his problem,
conference or a discussion specitically arrangcd for this pupose expressed
The grieranc
be settled at this stage ifthe supervisor
has the requisite
can
and problem-solving skills. people-manaecm
If the employec is not satistied with the settlement, the superviso:
or departmental head with a n wards this
a note mentioning
grievance to a ligher-level manager railure in
the grievance of the employee
and the the first stage af
stage of
redressal,
at iis level may be a busines h
manager solving the grievance
relations otficer who the
checks the grievance and
siness manager.
superintendent or an industrial
gives his verdict.
If the decision at this level is also not acceptable to the employee, then
grievance is referred to the grievance commitee, which consists of members th
s from
the union and the management. The commitiee can ask the employee to a
the proposed settlement of the employer. In some cases however. based accep
severity of the issue the commititce might ask the employee to submit t
the
h
grievance for arbitration.

The final step is when the grievance referred to the arbitrator. The
arbitralo
should be acceptable to both the management and the employee. Both the parti
can agree before hand that the decision of the arbitrator is final and that thg
would abide by that.
Exhibit 11.1 explains the grievance redressal procedure at ONGC, a gecograptical
diverse Public Sector Unit with a strong unionizedculture
The grievance redressal procedure in non-unionized organizations, especially the ne
cconomy sector organizations, is quite different from the procedure explained above
Exhibit 11.2 explains the grievance redressal procedure at Wipro & Infosy's, tvo
the most successful new economy companies in India.
An open-door policy and free channels of communication charactcrize organizau0IOIg
n the new cConomy sector. Any employec of the organization can walk into the o
of his superior to express dissatisfaction or a grievance that he has. Tne culu
Competilion for human resources makes the management strive to keep i1s eng

198
 Grievance Handling
sficd and motI1atcdThis also
cffcctivc eric (initribntes to
the desim
fast
and

an annova
ance
ancc
redresea pT
drc tha1 <cttios 2ndmrloment2fion
11 11hout or dcla
hinfomal mp r
rie n
facill11atc a mooth eTIC ancc Tcdrcssa t r o 2rd odrA
nTrdT In hr so nre?n1/2tto rerars
Exhibit 11.1
Employce Giev ance Redressal Procedure at
hOration LLimitcd (ON
Gas CoT:oralionn (oNG
)15 nav atatna P$t ith 2
and
altre nc
recogniscd
recognis
union
represcntatincs of
the othcr strong strong mmtr-nion
riCvance rcdressal
p r o c c a u r eI n
r o l e
in the
n
the emplovo
O N G C are
proccdurc Thc ATIOISregisteredf steps
nions
pl
1he rodrssal
i t C a l

a0DIoaches his supervisor/manager with hs griev

approaches his
cmplovce
7he
irslstcp results in no siccess. the
ance 1crhall
In casc. the
a formal cmploycc files
with thec Project Grievance Committcc.
erier ance
ssal form. which handles all the erie in a
redrest levcl. For examplc. Ahmcdabad. kleshwar and Mchsana
the project
ances a
the Gujarat region. The grievance comnittcc arc different
projecis consists of
manageme as well as the unions. rcpresentatin es from
the
failure at the second level. al the third
a
i I n casc

Rcgional Grievance Con mittee. This also stage thc grievance 1s takcn to
the
constitutes representatives from the managcment
and the unions.

At the fourth and penultim level, the grievance is taken to the Natuonal grievance
Committee, based at ONGC
Headquarters, Delhradun. The union representatives and the
management representatives at this level try to settle the employee grievance.
Ta case of a failure at tne neadquarters level too, the grievance is submitted for voluntary

arbitra
itration. At this stage, the grievance goes to the arbitrator, who is the State Labor
Comissioner or any other government enforcement agency.
rare that the grievances reach the voluntary arbitration stage. The management and union
iis ven
solve
entatives, together resol
Tepresent
the grievance of the employee for an amicable industrial relations
atmosplierTe

Management Research
Source: ICFAI Centerjor

FCISLATIVE ASPECTS OF THE GRIEVANCE REDRESSAL PROCEDURE

N INDIA

In India, until the enactment of the Industrial Employment (Standing) Act. 1946. the
settlement of the day-to-day grievances of the workers did not receive much attention.
Though he clause 15 of the Model Standing Orders in Schedule 1 of the Act specifies
that all complaints arising out of employment including those related to unfair
treatment should be submitted to the manager or the specified person, the act has a
limited applicability i.e. it applies only to those establishments that employ 100 or
more workers. More over such establishments do not provide for a bipartite discussion
or for a prompt redressal of grievances.
It is important to lay down detailed grievance proccdure with mutual conscnt. In the
absence of such grievances procedures. the complaints of the employees kcep piling
up and continue growing in intensity. As a result, minor problems may multiply and
become major issues and at times can also lead to a situation of industrial conflict.
Hence, there is a need to formulate a grievance redressal machinery. Realizing this

199
 Human Resource Management

Exhibit 11.2
Griev ance Procedure at Wipro and Infosys

In Apml 2003 nolicics

ipro and Infoss put in place whistle blom cr" polrcies to al
to
allow
complain w1thont
about suspected malpractrccs In the company thout fear fear o emplovee
cmplovec
methodologies and processes dilfcr. the concept is the same an cmplovec who s
who reprisai
snspects frand
kind or wants to complain about harassmcnt at the workplace. can do so mith rolad hle
nd
The policcs at both companies conform largcly to Section 806 of the Sarha nony mit
deals with whistle blower policics and is a new regilatory requrement ungier
ENchangc Commission (SEC) in the US However. there are some differences in appronee
Wipro's procodure. called Ombudsprocess. inoltes the appointmcnt of mmL.
oompany s offices These ombudsmen are senior officials in thec particular busin
organization to whom cmployees can address thicir grievances Thc omk t n

indcpendcntly. will then initiate an investigation and subimit a report to

to the
the compliam dsmen c
compliance
which wil! then take suitable action. commite mtee
The Infosys policy. on the other hand. encourages employ ees to talk about thcir aroh
the immcdiate superior or to the superior s superior to raise the isSue in the organi Cih
Wipro actively encourages employees to reveal their identity. Iníosys has lefta d CnWwe
openh0e
who wish to remain anonymous by allowing for emails to be sent to a specific !D that can
all the whistle blowers. The company s grievance redressal cell addresses all compiante t c d
Both policies cover a wide arca of complainis, from theft and libel to physical and psc
abusc as well as accounting discrepancies. The policies have been built into exisino
frameworks; which, in Wipro's case, is called the Code of Condact and Integrity Manual Onduc
Adapted from "Blowing the Whistle, Loud & Clear," DataQuest, June 30, 2903 and"l
Hhistle a n d Drum up S u p p o r t - Wipro Style, " Hindu Business Line October 2 t " , 2003 IGur

need, the Indian Labor Conterence in 195i aeclded to formulate a proner

and
satisfactory grievance redressal procedure. A code of discipline was laid out
to which "the management and the unions should establish on a according
mutualy agreed b
a grievance procedure that will ensure a speedy and full
investigation leadine ta
settlement." The guiding principles that evolved from this code of discipline are
Conformity with existing legislation: A grievance procedure should be accepable n
both the management and employees and should conform to the existing
the firm The grievance procedure should be designed to supplement the
legislation oi
existiny
statutory provisions and it may, where practicable, make use of such machineny as i
already provided by the legislation.
Simple and expeditious machinery: When a grievance arises, it has to be settled a
the lowest possible level in the redressal procedure. Depending on the npe of the
grievance, it should be referred to the appropriate authority. A grievance shoukd be
addressed as quickly as possible, as a delay in the process would further demotivale
the employee.
Employee knowledge of grievance procedure: Employees should have thorougt
knowlcdge of the grievance procedure. They should know whom they hane to
approach with their grievance, the different stages involved, the time limis e
Classiying the grievances leads to simplification of the procedure and s
understanding. Grievances can be classified as those that arise from intcr-persuina
relationships and those that arise out of conditions of employment. Persunt
gnevances (hose arising oul of inter-personal relationships) should be taken to u
authority in the line management, immediately above the employee. If the grievance 1s

200
 Grievance Handling

this lcvel. then the complaint can bc takcn to the grievance committee
n o ts o

rising of the
l e d d

of management and workers Other erIeVances

representatives
ampris ten up wvith the authornty designatcd by the management and later on to
s h o u l d b c 1ake
c o m n m i t t c e
in. of a faihnrc at the previons stage
Committee If the organization has a recngnzed
grievance

rhe
Constitutio
of the Grievance
gricvance
nmittce
committe
consists of two representatives frorn the management.
unon. the g from rhe
SCnatives form fhe iunion One union representative should be
concened emplovce works
t t in
epartment
and which the
in whi
has works committee
docs not have a reccognized union. but
a
on
o r g a n i z a t i o n

from the management.

the
c a s e
nittee comprises of tvwo represenmatives
commit works
in wlich the employee works on the
In gicvance
from the dcpartment
the
a represo It

vice president of the works

thcn committee is

tary or the and a

secretar
along with
ce head as the management representativc
com to have departmental a
at the first stage. The personnel
officer who

official who deals with

p o r t a n
the grievance equally
included in the management team. as an
also be
the
ac an
a n advisor may committee should be limited to a

can
act
as
alternative. The size of the grievance
members.
good
six
of
maximum

ONFLICTRESOLUTION
E S O L U T I O N

expectations
ONFLICT in the goals and
if there is incompatibility work
result in c o n t i i c t s
union. For an
organization to
Crievances and the match
the employees and expectation
management, congruence
af the there Is a need
for
absent. a grievance
goal
and effectively, When this is
smoothly individual employees. in
and the work process
organization can hamper
hetween the resolved immedíately,
if not
arises. This grievance, to conflict. However.
by leading eiminated
organization, suppressed or
the that arose wvas
and ultimately
contlict uncovered
should be
Traditionally, any recommend that conflicts
the organization.
scientists individuaB as well as
behavioral benef+t of the can be both
for the a conflict
through. conflict management,
approach to
constructive
worked believed that a
to the
contingency
ln fact, it is For
According the s i t u a t i o n .
depending upon for the organization
bad, and advantageous of its
good and to be productive to the
management,
some

can prove are posed affect the

conflict questions
challenging might ultimately
if no counterproductive,
inevitability of
accept the
instancc.
are perhaps should
which managers renewal.
decisions. Thus, organizational
and its
performance.
that might
aid and
interfere
organization those grievances reactions that
recognize minimize the
and to
conflict they have
H o w e v e r , at
the s a m e time, organizational goals.
of legitimate ways people
attainment
are s e v e n
prinary
block the different ways,
there
in
conflict is dealt with
Although sarcasm

They are lead to anger,

respond to it. confrontations
that might withdrawv
from the

People who
hate try to
strategy. They
their
sensitive io
adopt this
Avoidance:
unpleasantness i n d i v i d u a l s are
usually
and
These kind
of
rejection it.
than to face
Situation rather feclings
to others'
feelings. and
feelings and
also
own
needs, opinions,
own their amicable
manner

These people suppress conflict in an

resolve the cor:flict as
a
Accommodating:
order to
their own interests. in those who
see
interests
are their
Sacrificing
other end
of the spectrum loser. They
force
The
At the winner and a punishment.
has to be a
Win/Lose:
bribery o r
in which there or
compulsion, relationships

competition force inter-personal

others. often
using which
ideas onto
and
battle in
organizational
an
Ourcome Is usually 201
suffer
 Human Resource Management

is involvcd resolve the confsea

to
Arbitration: An ontside party in
manncr In the abscncc ol both the parties an mb1aCd na
an arbitrator. both the t

he mmght in for
objcctine
their micrcsts bettcr In the casc of arbitrat
sclllcmcnt that suits
arbitrator is final dccisiOn of
the
mcdiates and hclps thc two partie
Mediation An outsidc party
slcers the fwo dispiuing parties towards a
cach conClhatton
The mediation party
scttlement and docs not pass judgment mutually ACCeprabl
Compromising Both the partics
mect halfway in ordcr to
reach an
y agrceme
makes a lew coinpromises to rcach a
That is. cach party
some cases howevcr,
this might lead to problenms Commo
t aCc
settlement. In
than the other
might fecl that it has compromised
more
S
party
the idcal solution
I1 is where bothparties cmerge a
cach
Problem Solving
both the parties, and then trying to equitahlv
Defining the nceds of mect hosenners
while supporting and respecting
the values of both, can often
ve a winly
those needs
maintained and often enhanced in such a
solution. Relationships are situation
Table 11.1 briefly explains the different methods adopted in the face
face of.
of a
conflio
the eventual results of each method adopted.

Table 11.1: Methods of Conflict Resolution

Methods Result
One party takes an upper hand
Win-Lose
Withdrawal and retreat The less dominant party withdraws from the confict
(Avoidance)
A method where the differences are sorted out asther
Smoothing rties
(Accommodating) considerthe importanceof the organization's performanaice
Bargaining is done to arrive at an intermediate accenishla
Compromise UIE
position
Arbitration An outside party involves itself in resolving the conflictand
issues a final decision on the conflict

Mediation Anoutside party mediates and helps the two primary paris
reach conciliation. 1he mediator steers the two dispuing
parties towards a settlement
Problem solving An open exchange of information takes place so that
differences betweenboth the parties can be resolved to reuit
inawin-winsolution
Source: 1CFAI Centerfor ManagementResearch

SUMMARY

A grievance is a sign of an employee's discontentment with his job or his relationsup

with his colleagues. Grievances generally arise out of the day-to-day wonking
relations in an organization. An employee or a trade union protests aganstan a
policy of the management that they consider as violating employee's rights. ne
the effective ways of minimizing and eliminating the source of an emplor
grievance is by having an open door policy". An 'open door policy' acilitates
into a
upward communication in the organization where employees can walk
Nission
superiors cabin at any time and express their grievances. The National Comu
equenceo
on Labor suggested a Model Grievance Procedure, which lays down the sequele
steps to be taken whenever a grievance is expressed.

202
 Grievance Handling

hen two or more

nflict ocCurs whe pcople or
parties perceive an
incompatibrlit in
conln. ot cxDCctations There arc sCven methods for achieving reconciliation of
their goals
Conflict
Thesc
These
methods arc win-l0se. withdrme nlmd retre ot frnm rgument
othing andplaying down the differenre
rhitratiom m e d i a t s
mediation compromise amd
prohlem sohing Of. these methods
Ods problem-colving
proble method is most likely to
Win-Win
situatin
1ion
abof a
hring