interest based bargaining training
DESCRIPTION
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!. - PowerPoint PPT PresentationTRANSCRIPT
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INTEREST BASED BARGAINING
TRAINING
2014
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ICE BREAKER
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WHAT ARE YOUR EXPECTATIONS?
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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?
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Conflict is Healthy!
Conflict is like painDon’t have to like itBut it serves a purposeTells you that something needs fixingSo fix it
Don’t view negotiations as a sign of
(or penalty for) failure…look at it as an opportunity for
improvement
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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
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TRADITIONAL PROBLEM SOLVING HAS TWO
COMPONENTS
POWER & PUNISHMENT
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Power & Punishment
POWER:1. The ability to keep something.2. The ability to take something.
PUNISHMENT:3.The ability to inflict punishment.4.The ability to withstand
punishment.
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The Three Ring Circus-Power, Rights, Interests
POWER
RIGHTS
INTERESTS
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POWER
RESOURCES: High SATISFACTION: One-Sided COMPLIANCE: As long as power is applied
RELATIONSHIP: Risk of destruction
STRIKES
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RIGHTS
RESOURCES: Generally costly SATISFACTION: Mixed COMPLIANCE: Until better
opportunity comes RELATIONSHIP: Game playing ARBITRATION
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INTERESTS
RESOURCES: Time, talentSATISFACTION: Both interests satisfiedCOMPLIANCE: Very durableRELATIONSHIP: Mutual respect,
partnershipINTEREST-BASED BARGAINGING
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POSITIONAL vs. IBB
• Issues• Interests• Options• Standards• Settle:
Win-Win
• Issues• Positions• Arguments• Power/
Compromise• Settle:
Win-Lose
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What is Labor/ManagementCooperation?
PHILOSOPHY
ATTITUDE
PROCESS
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PHILOSOPHY
Espousing mutual interests in the operation of an
organization in accordance with the values of a democratic society
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ATTITUDEOne 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
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PROCESSProviding 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
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STRUCTURAL OVERVIEW
Form al C ollectiveB argain ing
(legal re lations)
C om m unicatingU nderstandingC ollaborating
Interest B ased Problem Solving
C om m unicationD ay-to-D ay
R elationships(real relations)
B O PA/U LP/G rievanceProcedure
(legal re lations)
Collective Bargain ing(the overall context)
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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
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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
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P.A.S.T. MODEL
Principles
Steps
Assumptions
Techniques
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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
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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
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Identify issues
Identify interests
Develop options
Develop standards
Apply standards to options
Achieve a mutual gain agreement
STEPS
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TECHNIQUES
Consensus
Brainstorming
Idea Charting
Understanding
Differences
EffectiveCommunication
s
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WORKING STYLES
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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
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To Start the Process
What happened
When did it happen
Who is involved
How does it make us feel
Tell the Story
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During the Story…
Honor Perceptions
of Others
Describe, don’t
Characterize or blame Clarify
Seek Perceptions,
Texture,Background
Record forGroup
Memory
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Step 2: Identify Interests(not positions)
Intangible motivations: needs,
desires, concerns and fears
Discover by asking
WHY???
Are behind your
positions
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Positions are Mutually Exclusive,
but Interests are NOT…
Position Taking Precludes Discovery of Mutual Interests
and Options
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Example:
POSITION
I must have work hours from 8:30
A.M. to 3:00 P.M.
INTEREST
I am concerned about my child, who will be home alone after school until I get home.
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What’s the Difference?
POSITION
One party’s proposed solution
to an issue;THE HOW
INTEREST
One party’s concern, need, desire, fear or
hope behind an issue;
THE WHY
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Exercise A
Distinguishing Position Statements from Interest Statements
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A Position Statement
• Focuses on a particular solution,
• Makes a demand, and
• Sets up confrontation before the problem had been clearly defined.
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.
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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……
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Exercise B
Developing Interest
Statements
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Step 3: Develop OptionsLeads to choices
otherwise never may have been considered
Not rigidobjectives
To satisfy most, if not
all,interests
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BRAINSTORMING
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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
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Exercise: Moving through Steps 2 & 3
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Step 4: Develop Standards
MUST BE DETERMINED BY CONSENSUS
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SampleStandards/Criteria
• Simple
• Legal
• Equitable
• Area Standard
• Ratifiable
• Cost Effective
• Understandable
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Step 5: Apply Standards to Options
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ConsensusDecision-Making
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Definition of ConsensusA 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…
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Our Definition….
“A decision everyone can live with.”
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Creating Consensus
Horse TradeChange your mind to get alongArgue 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
BUTDON’T
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Benefits of Consensus
• Builds trust
• Build ownership of decisions
• Builds support and lessens opposition
• Eases implementation of changes
• Is very powerful
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Obstacles to Consensus
Loss of focus:re -fo cus issue
b ro ad e n p e rsp ec tive
Stalem ates:co m b in e o p tio ns
B lockers:A sk w h a t g ro up
ca n d o to ad dre ssco n ce rns
L o ss of focusS ta lem ates
B lo ckers
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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
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No one just gives in;No one gets all they want;Not always a compromise;
But the best solution for us at this time.
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You can’t always get what you want,
But if you try sometimes…You just might find…
You get what you need.
~Mick Jagger
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Consensus Exercise
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Step 6: Achieve Mutual Gain Agreement
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CommunicationThe Key to Making the Process
Work
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CONTEXT
Sender
Message
MediumReceiver
Feedback
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FeedbackThe Most Important Part!
Feedback is how people know they are communicating; without it, the sender
doesn’t know if:
o The receiver got the message.o The receiver understood the message.o The receiver agrees or disagrees with the message.o The receiver will react or respond.
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I know you believe youunderstand what you think I said, but I am not sure you realize
that what you heard is not what I meant…
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Communication
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Perceptions &Paradigms
Perceptions – Your reality
Paradigms – Your way of thinking
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Perceptions
Your perception is how you
see and hear things.
Your perception influences what you hear and
affects how you respond
Some Factors:
• Age• Gender• Ethnicity• Culture• Personal
History
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Paradigms
A framework in which you understand things.
Paradigms include the way organizations and groups believe how they understand things.
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Active ListeningThe Four Stages
1 - LISTEN
2 - RESTATE
3 -REFLECT
4 - REFRAME
SPEAKER
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Exercise: Active Listening
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CommunicationThat Works
Active Listening
Depersonalization
Collaborative Attitude
• Look for emotion as well as information
• Strive to understand• Provide feedback to indicate
understanding• Separate the person from the problem• Be objective
• Look for common ground• Respect others’ opinions and
interests
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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
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Communication That Does NOT Work
AvoidanceMind readingAssuming others think like youCriticizing the messagePulling rank coercion
InterruptingHopefulness Over-reactingRedirecting responsibilityRehearsing responses
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Negative Effects
Bad Communications
Misunderstanding and bad relationships
Hurt feelings
Lack of consensus
Status quo
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Non-VerbalCommunication
What to look for:• Open posture• Attentive
attitude (the nod)
• Positive signals
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???
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Exercise: Information Sharing
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Questions?