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INTEREST BASED BARGAINING TRAINING

INTEREST BASED BARGAINING TRAINING. 2014. ICE BREAKER. WHAT ARE YOUR EXPECTATIONS?. THE LABOR MANAGEMENT RELATIONSHIP. Just what is it, anyway? What is the union representative’s role? What is the supervisor’s role?. Who is responsible for improving the relationship?. Conflict is Healthy!.

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INTEREST BASED BARGAINING TRAINING

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  1. INTEREST BASED BARGAININGTRAINING 2014

  2. ICE BREAKER

  3. WHAT ARE YOUR EXPECTATIONS?

  4. THE LABOR MANAGEMENT RELATIONSHIP • Just what is it, anyway? • What is the union representative’s role? • What is the supervisor’s role? Who is responsible for improving the relationship?

  5. Conflict is Healthy! Conflict is like pain • Don’t have to like it • But it serves a purpose • Tells you that something needs fixing • So fix it Don’t view negotiations as a sign of (or penalty for) failure… look at it as an opportunity for improvement

  6. The Marriage Similarities? • Long term • Know secrets about each other • Share collective memory of their joint past history The big difference? YOU CAN’T GET A DIVORCE!!! • Even if the people change, the “units” are still in the relationship

  7. POWER & PUNISHMENT TRADITIONAL PROBLEM SOLVING HAS TWO COMPONENTS

  8. Power & Punishment POWER: 1. The ability to keep something. 2. The ability to take something. PUNISHMENT: • The ability to inflict punishment. • The ability to withstand punishment.

  9. The Three Ring Circus-Power, Rights, Interests POWER RIGHTS INTERESTS

  10. POWER • RESOURCES: High • SATISFACTION: One-Sided • COMPLIANCE: As long as power is applied • RELATIONSHIP: Risk of destruction • STRIKES

  11. RIGHTS • RESOURCES: Generally costly • SATISFACTION: Mixed • COMPLIANCE: Until better opportunity comes • RELATIONSHIP: Game playing • ARBITRATION

  12. INTERESTS • RESOURCES: Time, talent • SATISFACTION: Both interests satisfied • COMPLIANCE: Very durable • RELATIONSHIP: Mutual respect, partnership • INTEREST-BASED BARGAINGING

  13. POSITIONAL vs. IBB • Issues • Interests • Options • Standards • Settle: Win-Win • Issues • Positions • Arguments • Power/Compromise • Settle: Win-Lose

  14. What is Labor/ManagementCooperation? PHILOSOPHY ATTITUDE PROCESS

  15. PHILOSOPHY Espousing mutual interests in the operation of an organization in accordance with the values of a democratic society

  16. ATTITUDE One that values and nurtures an open climate of communication and cooperation and cooperation conducive to the mutual sharing of information and the building of trust

  17. PROCESS Providing a vehicle for participation in problem solving and decision making to improve the effectiveness of the organization and to enhance the quality of work life

  18. STRUCTURAL OVERVIEW

  19. Problem Solving Process • To avoid overt or subtle domination of the team by high status persons or strong personalities. • To generate a large number of potential solutions. • To generate ways to discuss and analyze ideas without threatening those who presented the ideas. • To set priorities among possible solutions in a way that is consistent with consensus decision making. • To set personal responsibilities for follow-up actions, and to share these responsibilities

  20. Interest Based Bargaining A training program to increase your ability to bargain more effectively by turning face-to-face confrontation into side-by-side problem solving. Goals– Participants will be given: • An overview of the IBB process • An opportunity to experience the process

  21. P.A.S.T. MODEL Principles Assumptions Steps Techniques

  22. PRINCIPLES • Focus on issues not personalities • Focus on interests not positions • Create options to satisfy both mutual and separate interests • Evaluate options with standards, not power

  23. ASSUMPTIONS • Both parties have the right to exist • Every interest is legitimate • Both parties can have their interests met • Problem solving enhances relationships • Parties should help each other • Open discussion expands mutual interests and options • Standards can replace power relative to solutions • Solutions are more durable and sustainable

  24. STEPS Identify issues Identify interests Develop options Develop standards Apply standards to options Achieve a mutual gain agreement

  25. TECHNIQUES Consensus Understanding Differences Brainstorming Effective Communications Idea Charting

  26. WORKING STYLES

  27. Step 1: Identify Issues An issue is whatever the problem is that we are trying to solve. Examples: • Scheduling • Overtime • Work Assignments • Leave Time Issues are Neutral

  28. To Start the Process

  29. During the Story… Seek Perceptions, Texture, Background Honor Perceptions of Others Describe, don’t Characterize or blame Record for Group Memory Clarify

  30. Step 2: Identify Interests (not positions) Intangible motivations: needs, desires, concerns and fears Discover by asking WHY??? Are behind your positions

  31. Positions are Mutually Exclusive, but Interests are NOT… Position Taking Precludes Discovery of Mutual Interests and Options

  32. Example: POSITION INTEREST I am concerned about my child, who will be home alone after school until I get home. I must have work hours from 8:30 A.M. to 3:00 P.M.

  33. What’s the Difference? POSITION INTEREST One party’s concern, need, desire, fear or hope behind an issue;THE WHY One party’s proposed solution to an issue; THE HOW

  34. Exercise A Distinguishing Position Statements from Interest Statements

  35. A Position Statement An Interest Statement Focuses on the problem, Articulates one of a range of needs, and Establishes a climate and common language so the real issue/problem can be understood, discussed and negotiated. • Focuses on a particular solution, • Makes a demand, and • Sets up confrontation before the problem had been clearly defined.

  36. Converting Positions to Interests If a demand, solution, proposal, or position appears on your interest list, convert it to an interest by asking what problem it is trying to solve or what concern it is intended to address. Determined best by review of THE STORY……

  37. Exercise B Developing Interest Statements

  38. Step 3: Develop Options Leads to choices otherwise never may have been considered Not rigid objectives To satisfy most, if not all, interests

  39. BRAINSTORMING

  40. Rules of Brainstorming • Understand IDEAS not offers/proposals • Combine, expand hitch-hike ideas • Go for quantity and variety • Make no criticism • Always review rules before brainstorming • Everyone has the opportunity to suggest • Record for group memory • Be free-wheeling: use imagination – take risks

  41. Exercise: Moving through Steps 2 & 3

  42. Step 4: Develop Standards MUST BE DETERMINED BY CONSENSUS

  43. SampleStandards/Criteria • Simple • Legal • Equitable • Area Standard • Ratifiable • Cost Effective • Understandable

  44. Step 5: Apply Standards to Options

  45. ConsensusDecision-Making

  46. Definition of Consensus A group reaches consensus when all members agree upon a single alternative, and each group member can honestly say: I believe that you understand my point of view and that I understood yours. Whether or not I prefer this decision, I support it because: • It was reached fairly and openly, and • It is the best solution for us at this time. 70% rule…

  47. Our Definition…. “A decision everyone can live with.”

  48. Creating Consensus • Horse Trade • Change your mind to get along • Argue for an idea just because it’s yours • Listen Actively • Listen to ALL Ideas • Yield to reason not to pressure • Encourage participation • Share information • Combine ideas creatively • Look for mutual gains approaches BUT DON’T

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