| Course | HCI 421 Health Care Policy The Innovator's View |
|---|---|
| Module | Module 5 |
| Paper type | Negotiation proposal paper |
| Length | About 455 words, 4 pages |
| Format | APA 7 student paper |
| School | Arizona State University |
| Program | BS in Health Innovation |
| Updated | October 2026 |
Free sample paper for HCI 421 Module 5
From Positions to Interests: A Negotiation Proposal for a Weekend Scheduling Conflict
Student Name
BS in Health Innovation, Arizona State University
HCI 421: Health Care Policy: The Innovator's View
Instructor Name
Month Day, Year
From Positions to Interests: A Negotiation Proposal for a Weekend Scheduling Conflict
The Conflict
Our inpatient pharmacy has eight technicians. Last spring the supervisor announced that weekend shifts would rotate equally among all technicians, replacing a system in which two senior technicians who preferred weekends worked most of them. Several technicians, including me, objected because the change disrupted childcare and school schedules. The supervisor saw the objections as resistance to fairness. Meetings turned tense, and two technicians began looking for other jobs.
Separating the People From the Problem
Fisher et al. (2011) advise treating relationship issues separately from the substance of a dispute. Our conversations mixed the two: technicians felt the supervisor did not respect them, and the supervisor felt accused of unfairness. A first step would be to acknowledge those feelings directly, for example by the supervisor explaining the pressure she faced and technicians recognizing her goal of fairness.
Focusing on Interests, Not Positions
The positions were simple: "everyone rotates" versus "keep the old system." The interests underneath were richer.
| Party | Position | Interests |
|---|---|---|
| Supervisor | Equal weekend rotation | Fair workload, compliance with a new HR policy, reliable coverage, staff retention |
| Senior technicians | Keep working most weekends | Weekend pay differential, weekdays free for family |
| Technicians with children | Fewer weekends | Childcare, school events, predictability |
Inventing Options for Mutual Gain
Once interests are visible, options multiply. Weekend preference could be honored voluntarily, with the rotation applying only to uncovered shifts. Technicians could trade shifts through a shared calendar with supervisor approval. Schedules could be posted six weeks ahead so families can plan.
Using Objective Criteria
Instead of arguing about what feels fair, the parties could agree on measures: each technician's share of weekend hours over a quarter, coverage targets and the HR policy's actual wording. Conflict management guidance for health care settings likewise recommends moving disputes from personal grievances toward shared standards and facts (Saltman et al., 2006).
Best Alternatives to a Negotiated Agreement
The supervisor's best alternative was to impose the rotation and accept turnover. The technicians' best alternative was to accept it or leave. Both alternatives were worse than a negotiated agreement, which gave everyone a reason to keep talking.
Alternative Solutions
1. Voluntary-first rotation: technicians who want weekends claim them first; the remaining shifts rotate equally.
2. Quarterly balance: weekend hours are tracked and balanced over three months rather than week by week.
3. Pilot and review: try option 1 for one quarter, then review coverage, fairness data and turnover together.
Reflection
My natural style in conflict is accommodating, which the Thomas-Kilmann model describes as giving up one's own concerns to satisfy others (Kilmann & Thomas, 1977). Principled negotiation showed me a collaborative alternative, which is a skill innovators need when changes affect people's lives.
References
Fisher, R., Ury, W., & Patton, B. (2011). Getting to yes: Negotiating agreement without giving in (3rd ed.). Penguin Books.
Kilmann, R. H., & Thomas, K. W. (1977). Developing a forced-choice measure of conflict-handling behavior: The "MODE" instrument. Educational and Psychological Measurement, 37(2), 309-325. https://doi.org/10.1177/001316447703700204
Saltman, D. C., O'Dea, N. A., & Kidd, M. R. (2006). Conflict management: A primer for doctors in training. Postgraduate Medical Journal, 82(963), 9-12. https://doi.org/10.1136/pgmj.2005.034306
Reading the HCI 421 Module 5 assignment instructions
The Negotiation Proposal in HCI 421 Module 5 asks you to examine a real conflict you have experienced, at work, school or in your community, and analyze it with the negotiation skills from the readings and video, especially the principles in Getting to Yes, the course's required text. Present your analysis and alternative solutions to the conflict. Look up this paper's share of the 40 points for papers and slides, along with its rubric, in Canvas. Change names and identifying details to protect the people involved, and remember that the syllabus prohibits generative AI for all work. A conflict that was never fully resolved can work well, since it leaves room for genuine alternative solutions.
How the HCI 421 Module 5 example is put together
The sample describes the conflict in a short narrative, then applies the four principles in order, each in its own section, with a table separating positions from interests. A section on best alternatives explains why both sides had reason to negotiate. Three numbered solutions follow from the interests identified, and a brief reflection connects the student's conflict style to a recognized model. The conflict narrative is short and neutral, so the analysis does the work. Each principle gets a concrete application to this specific dispute, and the solutions are numbered and practical enough that a supervisor could try one next month. The reflection links the student's own conflict style to a recognized model, which shows self-awareness.
Where the marks sit in the HCI 421 Module 5 rubric
Readers look for a real, specific conflict described fairly from both sides, accurate application of each negotiation principle, interests clearly distinguished from positions, options that serve both sides and alternatives to agreement identified. Marks drop when the conflict is vague or one-sided, when principles appear only as labels, when solutions simply restate one side's position and when the paper omits the alternatives to a negotiated agreement. Strong proposals also show how objective criteria could settle disputes about fairness and explain why both sides' alternatives were worse than agreement, the logic that keeps negotiations going. Graders reward solutions that address several interests at once rather than splitting the difference.
HCI 421 Module 5 help from the desk
Choose a conflict you understand from both sides, even if you were on one side. Write each party's position, then ask why they want it to find interests. Brainstorm at least five options before choosing three. Identify each side's best alternative to agreement. Protect privacy by changing names. If you are struggling to see the other side's interests, the desk can help. Talk through your conflict with someone who was not involved and ask what they think each side wanted; outsiders often see interests more clearly. Keep the tone respectful toward everyone in the story. Use the book's terms precisely and cite it. Then proofread names and details.
Write yours, or have the desk draft it
This paper is an original model document written by our desk, not a submitted student paper and not an official Arizona State University document. Read it for the moves, then write your own to the instructions in your classroom. If you want one built to your exact prompt and rubric, the first custom sample is free and arrives in 24 to 48 hours.
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HCI 421 Module 5 questions, answered
Where can I find a free HCI 421 Module 5 sample paper?
The full negotiation proposal on a weekend scheduling conflict is on this page.
What are the principles of Getting to Yes?
Four habits: treat relationships apart from the issue, dig for interests, create options that help both sides and judge by fair standards.
What is a BATNA?
Your fallback plan, the best thing you can do without the other side's agreement.
What is the difference between positions and interests?
Positions are what people say they want; interests are the needs and concerns behind them.
Can I write about a personal conflict in HCI 421?
Yes; the assignment asks for a real conflict you experienced, with details changed for privacy.