The Dublin Teachers Association, CSEA and the Dublin Unified School District have agreed to be trained and to use Interest Based Bargaining (or win/win style of bargaining) in negotiations. It�s very important that all DTA members understand the process and how it is different from �traditional� bargaining.
The Process
The win-win process focuses negotiating teams on interests rather than positions. Team members sit interspersed around a table (not across from each other as in traditional negotiations) and openly and candidly discuss their respective interests or concerns with respect to a particular issue. Team members seek to identify all interests, concentrating on those that are mutual. Sometimes, both parties will be struck by how many interests they both have in common.
Once interests have been identified, the parties develop a series of options to satisfy each interest. All team members are encouraged to participate in the brainstorming process. Options are recorded without evaluating or judging. Some teams have been known to record the interests and options on flipchart paper and tape them around the meeting room. This allows information to be shared openly among the participants on both bargaining teams. Team members can take turns serving as facilitators and recorders of information if desired.
Once options are developed, the parties agree upon a set of standards to use in evaluating the options for acceptability. Through brainstorming, an initial list is compiled, which can be pared down through discussion (to eliminate duplicate, vague, or un-measurable criteria) until consensus is reached.
Next, the teams need to apply the standards, and through open discussion, identify those options upon which team members can reach consensus. As options are agreed upon, a union and management team member together draft contract language and a bargaining history for final review and consensus approval by the full team. The
bargaining history provides a brief supplemental description of the parties intent regarding contract provisions.
Summary
Labor-management cooperation is the key to a continuing effective relationship between union and management. Labor-management cooperation results from two strong institutions (union and management) respecting each other and working together to achieve mutual interests whenever possible. It does not preclude the parties from disagreeing with each other on issues, but such disagreements affect neither the overall relationship, nor the ability to resolve other issues. The parties can agree to disagree, with disputed issues resolved through mechanisms outlined in the negotiated agreements, including the use of third parties where necessary.
This cultural change will not occur overnight or without careful preparation. As your organization or installation begins to implement contracts using this method and effect these changes in working relationships and labor-management relations, union and management officials need to jointly train managers/supervisors, union officials/stewards, and employees on the contract theme and key contractual provisions. Both parties need to continue to work together to implement and effectively administer these contracts.
The interest based bargaining approach demonstrates to the union and to management that common ground can be found, mutual interests identified, and cooperative relationships forged. While the bargaining experience generates improved labor- management relations, both parties clearly recognize that however promising this new beginning, continued mutual commitment is key to long-term cultural change and success.