1 / 43

INTEREST-BASED NEGOTIATION

INTEREST-BASED NEGOTIATION. Federal Mediation and Conciliation Services Human Resources and Skills Development Canada. Federal Mediation and Conciliation Service:. Dispute Resolution Services: - Conciliation and Mediation - Grievance Mediation - Arbitration Appointments

jana
Download Presentation

INTEREST-BASED NEGOTIATION

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. INTEREST-BASEDNEGOTIATION Federal Mediation and Conciliation Services Human Resources and Skills Development Canada

  2. Federal Mediation and Conciliation Service: • Dispute Resolution Services: - Conciliation and Mediation - Grievance Mediation - Arbitration Appointments - Preventive Mediation Program - Labour-Management Partnerships Program (LMPP) • Legislation, Research and Policy

  3. Preventive Mediation Program - Relationship-by-Objectives (RBO) - Committee Effectiveness (CET) - Negotiation Skills and Facilitation - Collaborative Problem-Solving - Mediation - Grievance Resolution Workshop

  4. Workshop Objective: An Understanding of: • what IBN is • IBN steps • IBN techniques/skills • behaviour elements

  5. Beer Pricing Exercise

  6. Note: Profits are rounded up to the nearest $-million.

  7. The IBN Approach

  8. What is IBN? • collective bargaining • an adaptable process • a way of focusing on the process • a negotiation style which encourages creativity, information sharing, and participation • a useful tool for some people at some times

  9. What IBN is not ? • a quick fix or the solution to all problems • a way to get everything you want at the table • a way to avoid conflict • about being nice and polite and agreeing with everything • the flavour of the month • right for everyone

  10. Interest-Based Approach Principles • process counts • focusing on issues, not on the personalities • focuses on interests, not the positions • creating options to satisfy interests • jointly discuss to evaluate the options • postponing a commitment

  11. Traditional separate training send notice to bargain fixed mandate exchange demands push for position, argue, stall formal, face-to-face little discussion/many caucuses single spokesperson confrontation verbatim notes sign-off each item memorandum signed on completion Interest-Based joint training set joint ground rules flexible mandate jointly identify issues discuss interest, generate options informal, side-by-side much discussion/few caucuses everyone talks joint problem-solving flip-charts no sign-off memorandum signed on completion Negotiation Styles:

  12. Interest-Based ApproachSteps: • opening statement • agree on ground rules • establish the issues Preliminary • identify and share interests • generate options • develop criteria • evaluate options • closure Substance

  13. Step 1: Opening Statement: • Purpose: - sets tone - expectations - constituents • Contents: - commitment - process - common goals

  14. Opening Statement: The Union and the Company plan to make every effort to negotiate the collective agreement using the interest-based process. They will endeavour to share information openly and participate in discussions of a range options with the understanding that no final commitments will be made until the end. As the parties jointly face the challenge of the future, they share the following values: • client focus • the overriding value of people as a resource • union-management partnership • quality and continuous improvement

  15. Step 2: Ground Rules: • establish process: - expectations - ownership • logistics • rules • responsibilities • rights • behaviour

  16. Step 3: List of Issues: • identify and explain topic or subject of negotiations - broad, open-ended • establish common understanding of all issues to be discussed • prioritizing issues for the negotiation

  17. Focusing on Interests

  18. Identifying InterestsFocusing on Interests: • reflects concern about an issue • facilitates information sharing • promotes discussion of options • avoids starting the process with a disagreement • adds legitimacy

  19. Step 4: Identifying Interests: • Interest • one party’s concern, fear, need or worry on an issue • forms the basis for a future solution but is non-negotiable • purpose: to promote • discussion of various possible options • no exaggerated statements • gives much information • contains “I” or “we”statements • non-directive language Position • one party’s solution to an issue • make demands • is the close-ended solution • purpose: to communicate the single acceptable outcome • exaggerated statement • gives little information • contains “you” statements • directive language

  20. Identifying InterestsTypes of interests: • mutual interests • non-conflicting interests • conflicting interests

  21. Example Identification of Interests: • Issue: A car pool member who is frequently late. • Statements: a) “When I am late, my boss is on my case all day.” b) “ The next time you are even five minutes late, we are going to kick you out of the car pool.”

  22. Identifying Interests: • Position: Demand for higher overtime rate. • Possible interests: - increase members’ compensation - job creation - prevent abuse of overtime

  23. Generating Options

  24. Step 5: Generation of Options: Options - are one of a number of possible solutions to resolve an issue. Purpose: • to increase flexibility in the search for solutions • to develop a better solutions as a result of joint efforts • to provide the participants with ownership of the process • to increase commitment to the final outcome

  25. Generation of OptionsThe Process: Brainstorming • ensure full participation • create without evaluating, no criticism • work towards quantity not quality • propose options without judicial prejudice • guidelines: • - alternate the facilitator • - lead with the next number • - keep everything visible by posting • the completed sheets

  26. Generation of OptionsBlocks to Creativity: • fear • premature judgement • assuming single solution • assuming limitations • negative attitudes • perception

  27. Generating OptionsOvercoming Blocks: • informal setting • challenge assumptions • suspend judgement • analyze the problem in parts • recognize point of exhaustion

  28. Brainstorming Exercise

  29. Evaluating Options

  30. Step 6: Development of Criteria: • where possible, use objective standards • agreement on choice of criteria and options is done by consensus decision-making • jointly developed standards can provide a basis for deciding issues in a fair, acceptable and transparent manner Examples of Standards: - industry practice - market rates - past performance

  31. Step 7: Evaluation of Options: The Three-Cut Method: • Does the option satisfy interests? • Are the resources available? • Can the option be sold to others?

  32. Achieving Closure

  33. Step 8: Closure: • all issues discussed • objective is still a collective agreement • “No” is part of the process • packaging of issues • broad perspective • consensus decision-making

  34. Closure:

  35. Consensus Decision-Making

  36. ConsensusDecision-Making: • unanimous agreement on a single course of action reached through a cooperative, not a competitive process where each member can say: • I understand what is being proposed... • I had the opportunity to express my views and I understand the views of the others... • It was arrived at openly and fairly… • It is the best solution for us at this time • I will support the implementation of the solution

  37. Consensus Decision-MakingGuidelines: • listen and be open to persuasion • encourage participation • share information • treat differences as strengths • avoid agreeing hastily, bargaining or voting

  38. Communication and Effective Listening

  39. Communication: • put yourself in their shoes • discuss perceptions • focus on issues, not personalities • focus on future, not past • legitimacy of emotions • allow venting but avoid reacting

  40. Exercise on Perceptions

  41. Effective Listening: • 75% words ignored, misunderstood, forgotten • brain 8-10 times faster than speech • active listening - 17 seconds • not trained in listening

  42. Effective ListeningBad Listening Habits: • attention fakers • criticizers • bored listeners • difficult material blockers • note takers • mental rehearsers

  43. Summary: What it takes to Succeed: • genuine desire for change • commitment at all levels • long, broad view and is part of overall approach • flexible mandate and timeline • empowered negotiators • open sharing of information • communication with constituents

More Related