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INTEREST BASED BARGAINING

INTEREST BASED BARGAINING. IBB. WHAT IS “IT”?. a problem-solving negotiating process… conducted in a principled way that… creates effective solutions… while improving or maintaining the working L/M relationship. . WHY CHANGE?. Times and competition require change

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INTEREST BASED BARGAINING

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  1. INTEREST BASED BARGAINING IBB

  2. WHAT IS “IT”? • a problem-solving negotiating process… • conducted in a principled way that… • creates effective solutions… • while improving or maintaining the working L/M relationship.

  3. WHY CHANGE? • Times and competition require change • Old relationships are disruptive and destructive • Rapid pace of change • Businesses need the buy-in and support of workers.

  4. WHEN SHOULD INTEREST BASED BARGAINING BE USED? • When both parties recognize the need to change • When both parties are able to commit to change • When leadership is willing to support the process • If problems have been settled but not solved

  5. WHEN SHOULD INTEREST BASED BARGAINING BE USED? • There is a desire to build a better relationship between labor and management • When it is consistent with a collaborative philosophy • After there has been joint training

  6. INTEGRATIVE PRINCIPLED COLLABORATIVE BEST PRACTICE WIN-WIN MUTUAL GAIN OTHERWISE KNOWN AS …

  7. PROPOSALS –fluff/real POSITIONS DEBATE/POSTURING GAME PLAYING LESS DISCLOSURE SIGNIFICANT ISSUES FOCUSED CONCEPTS STATE INTERESTS DEVELOP OPTIONS FULL DISCLOSURE COMPARISON TRADITIONAL VS. IBB

  8. TENTATIVE AGREEMENTS COMPROMISE POWER CONTINGENCY DEADLINES PARTIAL SOLUTION TENTATIVE AGREEMENTS CONSENSUS BEST SOLUTIONS STANDARDS OBJECTIVE EVALUATION DURABLE COMPARISONTRADITIONAL VS. IBB

  9. TRADITIONAL DEAL MAY BE ONLY ONE PARTY’S RESOLUTION MAY BE PARTIAL RESOLUTION THE IBB “DEAL” MUSTHAVEAGREEMENT TO THE RESOLUTION BY ALL AT TABLE COMPARISONTRADITIONAL VS. IBB

  10. Chief spokesperson Many caucuses Two groups Win-lose on issues Focus- past/persons All participate Few caucuses One group Seek mutual gain Focus- issue/process COMPARISONS continued…

  11. TRADITIONAL BARGAINING ASSUMPTIONS • Damage to the labor/management relationship expected • Successful settlement favors our side • Winning means other side loses • Decisions are based on power

  12. CONFLICT STILL EXISTS IN… IBB And is a natural dynamic

  13. TECHNIQUES • BRAINSTORMING • CONSENSUS DECISION –MAKING • FLIPCHARTING/RECORDING • EFFECTIVE COMMUNICATION • GROUP FACILITATION • UNDERSTANDING / ACCEPTING DIFFERENCES

  14. WHO GETS THE ORANGE? THE ISSUE

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