What We Cover

Phase IV: Focus and Agree
Find linkages, establish ranges, apply standards, explore “what ifs” and “supposals” – all to focus multiple options toward robust agreements. Draft contract language that will stand the test of time.

DAY TWO

Phase V: Implement and Sustain
Ensure effective joint implementation through shared visions, strategic planning and negotiated change. Align systems for dispute resolution and joint action.
III. In-Depth Simulation
Apply the five phases road-map in a challenging simulation where you first negotiate internally – bargaining teams with constituents – and then across the table between union and management. Address challenging issues such as health care, joint partnership, training and other matters. Focus on roles at the table, in caucuses, during brainstorming, and other dynamics.
IV. Living Under the Agreement – Strategic Partnerships
Bringing agreements to life and making them work over time. Examine the challenges of negotiating and sustaining one of the field’s benchmark partnership agreements. Appreciate what is and is not possible in labor relations today.
V. Next Steps: Designing and Implementing New Approaches to Collective Bargaining
Consider strategic choices in all phases of the bargaining process. Explore implications across a wide range of different sectors, including the most current available data on the extent of IBB practice in the U.S.

DAY ONE

I. Labor-Management Relationships in a Global Economy: Interest-Based Bargaining (IBB) and Strategic Negotiations
The essential principles and concepts any bargainer needs to know about strategic negotiations and interest-based bargaining. Plus, challenges you’ll experience applying the principles to collective bargaining. Important data on national trends in collective bargaining.
II. Five Core Phases – A New Road-Map for Collective Bargaining
Phase I: Prepare
A new way to prepare for collective bargaining that involves distinguishing interests from positions. Learn how to assess your interests as well as the interests of the other side. Avoid the traps of positional bargaining. Convert positional demands from constituents into interest-based mandates. Educate constituents on economic and workforce realities.
Phase II: Bargain Over How to Bargain
Reach pre-agreement on the bargaining process, relevant ground rules, joint tasks forces or sub-committees and other key logistics. Bargaining over how to bargain increases your ability to achieve mutual gains outcomes.
Phase III: Open and Explore
Develop effective opening statements. Generate many options on key issues. Integrate brainstorming and problemsolving into the bargaining process. Address contentious issues without escalating battles.