The Sick Leave: Case Study: Sick Leave

Sick Leave Communication varies across cultures, as evident in the ‘Sick Leave’ case study. Various cultures have different views on what things should be done and the appropriate way things should be done. Cultural backgrounds vary in belief, ideas, values, and views on different subjects. The textbook annotates assumptions on things such as “teamwork, negotiation, decision making, and communication” (Lewicki, Saunders, & Bruce, Negotiation Readings, Exercises and Cases, 2010) to name a few, and the ways these two different cultures interpret these things. The ‘Sick Leave’ case study is a good example of how the priorities and interests of the two cultures depicted in the story differentiate. The case study involving Kelly and her supervisor Mr. Higashi shows how different view can collide. Kelly entered the Japan Exchange and Teaching Program. This programs

If the parties are unwilling to compromise and cooperate then the ALTs should utilize the CLAIR program provided to resolve the issue. Michael Fowler mentions in his article on ‘Conflict and Negotiation’ that “A key objective is to maintain harmony among members” (Fowler, 2009).
Tangible and Intangible Factors Meanwhile, some of the tangible factors in this negotiation are the contract. The contract provided to the ALTs is very useful in the negotiation with Mr. Higashi. If the ALTs present, the contract to Mr. Higashi they will have a solid case against being charged leave days in place of sick days. If this does not sway Mr. Higashi it would be a solid piece of evidence to bring to a meeting with the CLAIR.
Another tangible factor is the doctor’s note that Kelly received when she was ill. The contract clearly states that a doctor’s note will be provided if an ALT is out because of an illness. Kelly should present this to the CLAIR if Mr. Higashi still insists on charging her leave