Firing Him Too Drastic? In Case Study

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Rather than facing the conflict and resolving it immediately with the person causing conflict, Kalinsky leaks valuable information to a person with a vested interest in both the company and the future of the person being removed from company management. It is no wonder that the situation seemed to backfire on Kalinsky.

Integrative Negotiations

In this exercise, integrative negotiations were utilized through the process of principled negotiations. Kalinsky and Kenworthy came to amicable terms with regards to cashing out both his and his father's stake in the company and they dropped the wrongfully terminated suit. The wrongful termination suit was most likely just filed in spite and was postured as a leverage point on which bargaining could begin. It was obvious that Kalinsky was not in the financial position to pay out the Kenworthys' shares immediately, however it was only fair to pay them the agreed upon amount.

Communication Problems

The communication problems were numerous throughout the case. Kalinsky seemed to have communication problems from the very beginning starting with the initial investor. Kalinsky should have been in constant communication with the investor until the money hit the bank. He never should have had to be in the position in which the business depended on Kenworthy to swoop in and bank roll it. Next, Kalinsky should have had an exit interview with the CFO with regards to payroll taxes.

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From there forward, the communication problems were mainly between Kalinsky and the younger Kenworthy as neither clearly stated their feelings toward the other and the management decisions of the company differed from one to the other drastically. Kenworthy should have apprised Kalinsky of the impending Capital One situation, however it was Kalinsky's fault for not checking in with Kenworthy as well. Regardless of how busy they each were, with a client that supplies 40% of a company's revenue there should have been a weekly report or something that discussed the feelings and needs of that client.

Conclusions and Recommendations

Kalinsky could have saved himself a lot of headache by not getting involved with Kenworthy in the first place. He should have gone back into negotiations with the original investor or negotiated with Kenworthy regarding his son's appointment to the company. He also should have at least had some type of buy out provisions in place in the event that some of the shareholders wanted to leave. With a bit of upfront negotiating and posturing, Kalinsky could have been in a much different organizational situation than the….....

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