Professional Documents
Culture Documents
Negotiation Process
Negotiation Process
Dilatory tactics.
Surface bargaining.
Poverty pleas.
Anti-union animus.
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Mandatory
You must talk to me
Permissive
Please talk to me
Prohibited
I cant talk to you
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Bargaining Location
One of three places:
Agenda Sequence
The typical approach for the parties is to
negotiate over minor issues first.
The rational being that it is difficult to
resolve minor issues if they are left for
the later stages of negotiations.
Working Drafts
In some bargaining situations, the
parties exchange draft agreements.
This presents a procedural question as
to whether to negotiate from the union
draft, the employer draft, or the existing
agreement.
The Opening
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The Opening
It is in the opening that the limits of any
potential collective bargaining outcome
are set by the parties.
It is considered a faux pas in the
negotiation arena to bring up completely
new issues after this point in the process.
The number of proposals typically
submitted by the union at the bargaining
table can vary from a few to a few
hundred.
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The Settling-In
Characterized by a full discussion of
each issue.
Detailed analysis of industry wage
trends, local wage trend, and national
price trends as well as any other
supportive materials.
During this stage of negotiation, both
sides try to resolve issues on which
agreement can be reached easily.
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The Consolidation
Characterized by a fuller elaboration of
positions by each side.
At this point we begin to see movement
on some issues as each side begins to
offer concessions to the other side.
We begin to see tradeoffs of small items,
and the being of the discussion of the
economic package (wages and benefits).
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The Consolidation
By the conclusion of this stage, most of
the less important items or the more
easily settled issues are taken-off the
bargaining table either through
agreement or abandonment.
At this point each side has a general
feeling about the oppositions true
priorities.
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The Finalization
There are only a few items left on the
table and they are important to both
sides.
Generally, the finalization stage is
accompanied by a change from what we
might call more normal bargaining
environment to one of crisis bargaining.
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The Finalization
Crisis bargaining is characterized as
much as anything by the behavior of the
parties. That is, they recognize that there
is a fast approaching time limit, so they
bargain much more intensely, meeting on
a daily basis and for longer periods of
time.
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Mutual Gains(Integrative)Bargaining
It has been suggested that
Compromise means a giving up of
something,
whereas
Integration implies an attempt to
satisfy the needs of both sides.
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Mutual Gains(Integrative)Bargaining
The philosophy of integrative
bargaining stresses a participate
working relationship between
labor and management and a joint
problem-solving approach to
collective bargaining.
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Win-Win(Principled)Bargaining
Another form of MGB through
which objective sources are
sought to settle disagreements on
mutually agreeable terms without
the necessity of one sides losing
face.
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Win-Win(Principled)Bargaining
Negotiations are viewed as
problem solving sessions. The
emphasis in bargaining is on each
partys interests rather than their
positions.
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Win-Win(Principled)Bargaining
There are no ideal bargaining
models or processes that would be
appropriate for all bargaining
parties.
There is no paradigms that would
work well in all organizations.
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Win-Win(Principled)Bargaining