1. INTEREST BASED BARGAINING TRAINING
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?

6. 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

7. 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

8. TRADITIONAL PROBLEM SOLVING HAS TWO COMPONENTS
POWER & PUNISHMENT

9. 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.

10. The Three Ring Circus- Power, Rights, Interests

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

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

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

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

15. What is Labor/Management Cooperation?
PHILOSOPHY ATTITUDE PROCESS

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

17. 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

18. 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

19. STRUCTURAL OVERVIEW

20. 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

21. 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

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

23. 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

24. 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

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

26. TECHNIQUES Consensus Understanding Differences Brainstorming Effective
Communications
Idea Charting

27. WORKING STYLES

28. An issue is whatever the problem is that we are trying to solve.
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

29. To Start the Process How does it make us feel Tell the Story
What happened
When did it happen
Who is involved
How does it make us feel

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

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

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

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

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

35. Distinguishing Position Statements from Interest Statements
Exercise A
Distinguishing Position Statements from Interest Statements

36. A Position Statement An Interest Statement
Focuses on a particular solution,
Makes a demand, and
Sets up confrontation before the problem had been clearly defined.
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.

37. 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……

38. Developing Interest Statements
Exercise B
Developing Interest Statements

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

40. BRAINSTORMING

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

42. Exercise: Moving through Steps 2 & 3

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

44. Sample Standards/Criteria
Area Standard
Ratifiable
Cost Effective
Understandable
Simple
Legal
Equitable

45. Step 5: Apply Standards to Options

46. Consensus Decision-Making

48. 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…

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

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

51. Benefits of Consensus Builds trust Build ownership of decisions
Builds support and lessens opposition
Eases implementation of changes
Is very powerful

52. Obstacles to Consensus

53. Testing for Consensus Has everyone been heard?
Is there anyone who can’t live with the proposed solution?
Dissenter obligations:
Explain why; and
Propose solution building on or modifying proposed solution
Another Simple Test

54. No one gets all they want; Not always a compromise;
No one just gives in;
No one gets all they want;
Not always a compromise;
But the best solution for us at this time.

55. You can’t always get what you want, But if you try sometimes…
You just might find…
You get what you need.
~Mick Jagger

56. Consensus Exercise

57. Step 6: Achieve Mutual Gain Agreement

58. Communication The Key to Making the Process Work
Play communication video

59. Sender
CONTEXT
Feedback
Message
Receiver
Medium

60. Feedback The Most Important Part!
Feedback is how people know they are communicating; without it, the sender doesn’t know if:
The receiver got the message.
The receiver understood the message.
The receiver agrees or disagrees
with the message.
The receiver will react or respond.

61. I know you believe you
understand what you
think I said, but I am
not sure you realize
that what you heard is
not what I meant…

62. Communication

63. Perceptions & Paradigms
Perceptions – Your reality
Paradigms – Your way of thinking

64. Perceptions
Your perception influences what you hear and affects how you respond
Some Factors:
Age
Gender
Ethnicity
Culture
Personal History
Your perception is how you see and hear things.

65. A framework in which you understand things.
Paradigms
A framework in which you understand things.
Paradigms include the way organizations and groups believe how they understand things.

66. Active Listening The Four Stages
2 - RESTATE
3 -REFLECT
4 - REFRAME
SPEAKER

67. Exercise: Active Listening

68. Communication That Works
Active Listening
Look for emotion as well as information
Strive to understand
Provide feedback to indicate understanding
Depersonalization
Separate the person from the problem
Be objective
Collaborative Attitude
Look for common ground
Respect others’ opinions and interests

69. Positive Effects BUILDS REAL UNDERSTANDING
DEVELOPS BETTER RELATIONSHIPS
PROVIDES BETTER OUTCOMES
ENCOURAGES PARTICIPATION
ALLOWS FOR VENTING
PROVIDES SAFE ENVIRONMENT
BUILDS CONSENSUS
CREATES DURABLE SOLUTIONS
FACILITATES SMOOTH TRANSITIONS

70. Communication That Does NOT Work
Avoidance
Mind reading
Assuming others think like you
Criticizing the message
Pulling rank coercion
Interrupting
Hopefulness
Over-reacting
Redirecting responsibility
Rehearsing responses

71. Negative Effects Bad Communications
Misunderstanding and bad relationships
Hurt feelings
Lack of consensus
Status quo

72. Non-Verbal Communication
What to look out for:
Folded arms
Hands covering mouth
Hands at the ear, nose, mouth, throat
Praying hands
Clenched fists
Hands behind head
Hands over face
Others???
What to look for:
Open posture
Attentive attitude (the nod)
Positive signals

73. Exercise: Information Sharing

74. Questions?