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1. Write the synopsis of the case.

This article is concerned with the attitude, its components and barriers. It clearly depicts what are
the factors that can act as a barrier, the factors that can have impact on the attitude and how a
person can act judgmental.

Ralph, being a member of union and having negative attitude towards the management, was
promoted to Supervisor. Due to escalation of commitment and insufficient information, Ralph
had positivity towards union. But after getting additional information and due to co-opting
approach, his attitude gets changed and builds positivity towards the management which was a
case of cognitive dissonance.

2. Identify the critical issues in the case.


The critical issues in the case are:
Ralphs negativity for the management and positivity for the union being a member with
regard to the attitude.
Ralph being invited to board by management to train supervisors in ways of dealing with
the union.
Attitudinal change in Ralph in due course of time but there was no change in the attitude
of the union members.
Ralph being treated the same way as he used to think and treat the management while he
was in union.

3. What is Ralphs initial attitude towards the union when he became a supervisor? Why
do you think he had that attitude to the union?
Ralph was a member of union previously and was promoted to supervisor. As such, he definitely
had affection and positive attitude towards the union. So, his attitude towards the union was
based on three components:
a. Cognitive component (Evaluation part of Attitude)

Ralph had a positive attitude about the union and thought that the union was too powerful. He
had a favorable opinion towards the union which he thought was necessary in order to ensure a
fair and win-win relationship between management and union.

b. Affective component (Feeling part of Attitude)


Having being a part of union, Ralph had developed a feeling of affinity and kinship with the
union, especially during the strikes. So, he had emotional attachment with the union.

c. Behavioral component (Action Part of Attitude)


Ralph had an intention of protecting the union and showing the management personnel were
afraid of losing their authority and control over the workers. Moreover, he was trying to show the
management down for not acting favorably.

4. What barriers were there that initially prevented him from changing his attitude
regarding the union?
The barriers that initially prevented him from changing his attitude regarding the union were:
a) Escalation of commitment
People tend to justify their current attitude despite new evidence is wrong.

Same had happened here. Ralph invested a lot of time in the union activities while he was
himself in the union; so it was preventing him from changing his favorable attitude for the
management and against the union.

b) Insufficient information
People need information to analyze and derive a reason to change their attitude. But at times,
people may not find a reason to change their attitude due to the lack of information.

Ralph was promoted to supervisor so he was too judgmental to be a good supervisor. So, he was
yet to learn the management's perspective and what it takes to deal with the union workers.

The boss may not like an associate's negative attitude, but the latter may be quite pleased with
his own behavior. Unless the boss can show the individual why a negative attitude is detrimental
to career progress or salary raises or some other desirable personal objective, this person may
continue to have a negative attitude.

5. Why did Ralphs attitude change?


Ralph's attitude changed due to the following factors:
a) New information
Peoples attitude towards others may be positive as well as negative. But, it depends on the
availability of the information. If relevant and adequate information are present, the attitude may
change.

Before joining the management, Ralph was against the management. He had ill thinking about
the management. Later when he was promoted into the management rank, his attitude changed.
He became aware of what the company was doing to help the workers and how the union was
working against the company. This new information resulted in a change in his thinking about
management and his attitude towards both the company and the union.

b) Co-opting approach
If a person from different group be included in our own group, then it is effective only when
his/her attitude changes. With this, policies formulation is even more effective and conclusive
with their participation as they had been a part of those different group.

The management knew that Ralph feels that the management takes less interest on union's issues
and doesnt address much. So, the board invited Ralph to formulate policies for dealing with the
union with an attempt to change Ralph's negative attitude towards the management.

6. Is there any evidence of Cognitive Dissonance in the case?


Yes, there is evidence of Cognitive Dissonance in the case.

Firstly, Ralph had kinship relation with union and against the management. Later when he was
invited to the board, he gained the knowledge on management-union relations at the company
that changed his attitude. Though he had negative attitude initially, he also acquired positive
attitude towards the management that was conflicting to his previous attitude.

Secondly, he had treated well for the union while staying in the union. Later when he went to the
management, he was accused for harassing one of the workers and for disciplinary action i.e. for
ill-treatment which changed his attitude towards the union. So, he had well-treated and ill-treated
attitude for the union.

So, these are the evidences of cognitive dissonance.

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