Although I attempted to predict the final outcome of the negotiation, I did not foresee the clashes between Local H-56 and the management of Hotel Zinnia. Although they initially agreed to engage in integrative bargaining, the union and management subsequently entered into intense negotiations. When Local H-56 presented its proposal for wage increases and health insurance, management immediately responded with a counterproposal that surprised the union. Both the union and management ultimately behaved in a confrontational manner, accusing each other of bargaining unreasonably and focusing on the mundane aspects of the negotiation. Furthermore, as the union and management became increasingly frustrated, they also suffered from a lack of unity in their teams. The union failed to achieve its goals because its lead negotiator prevented other team members from contributing to the negotiation. On the other hand, several members of the management team struggled to assert their authority as lead negotiators. After observing these problems, I ultimately believe that the union and management failed to achieve their individual goals. Furthermore, by approaching the negotiation with a zero-sum strategy, I argue that the union and management failed to reach a mutually beneficial contract. At the same time, both sides of the bargaining table lacked cohesive teams and thus struggled under the pressure of negotiation. I believe that the union and management did not achieve their objectives and as a result reached an agreement that did not improve Zinnia's future competitiveness in the market. Although the union and management initially agreed to focus on wages and health insurance, during negotiation they negotiated a contract that does not reflect their focus. Because they did not express their goals to each other, the union and management did not reach a mutually beneficial agreement. I believe both teams prioritized winning rather than achieving their initial goals. Therefore, I better understood how both teams suffered under pressure during the negotiation because they realized that they could no longer rely on a zero-sum strategy. Additionally, I realized how important team cohesion is to the contracting process. Both the union and management lacked basic cohesion among team members and as a result exacerbated the contentious and emotional environment they had created during the negotiation. However, under the circumstances, I believe that the union and management ultimately reached an appropriate proposal that satisfied both sides of the bargaining table.