2009 10 30 MMANC Labor Negotiations

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A very basic description of Traditional and Fact-Based Bargaining Techniques. Presented to the Municpal Management Association of Northern California

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2009 10 30 MMANC Labor Negotiations

  1. 1. MMANC Annual Conference<br />Building Relationships Through Labor Negotiations<br />Charles Sakai<br />Renne Sloan Holtzman Sakai, LLP<br />Mike Mandela<br />Agreement Dynamics, Inc.<br />
  2. 2. Speakers<br /><ul><li>Michael Mandella – Agreement Dynamics, Inc.
  3. 3. Charles Sakai – Renne Sloan Holtzman Sakai</li></li></ul><li>Agenda<br /><ul><li>Overview of Collective Bargaining
  4. 4. Traditional Bargaining
  5. 5. Interest Based Bargaining
  6. 6. Best Practices
  7. 7. Questions</li></li></ul><li>Introduction<br /><ul><li>What is Collective Bargaining?
  8. 8. Goals of the Bargaining Process
  9. 9. Path to Reaching Agreement
  10. 10. Theories of Bargaining</li></li></ul><li>Collective Bargaining<br /><ul><li>Representatives of Public Agency and representatives of recognized employee organizations
  11. 11. Mutual Obligation to Meet and Confer in Good Faith
  12. 12. Over Matters within the Scope of Representation </li></li></ul><li>Scope of Representation<br /><ul><li>Includes:
  13. 13. Wages
  14. 14. Hours
  15. 15. Other Terms and Conditions of Employment</li></li></ul><li>Scope of Representation<br /><ul><li>Excludes
  16. 16. Merits,
  17. 17. Necessity, or
  18. 18. Organization of any Service or Activity
  19. 19. GC §3504</li></li></ul><li>Theories of Bargaining<br /><ul><li>Game Theory and Behavioral Bargaining Models
  20. 20. Bargaining Models
  21. 21. Traditional Position-Based Bargaining
  22. 22. Interest Based Bargaining
  23. 23. Other Models/Hybrids</li></li></ul><li>Understanding the “Endgame”<br /><ul><li>Best Alternative to Negotiated Agreement
  24. 24. Impasse Resolution
  25. 25. Mediation
  26. 26. Fact Finding
  27. 27. Interest-Arbitration
  28. 28. Unilateral Implementation/Strikes</li></li></ul><li>Traditional Bargaining<br />
  29. 29. Traditional (Positional) Bargaining<br /><ul><li>In traditional bargaining the parties exchange a series of proposals that reflect their respective positions in regard to a negotiable item.
  30. 30. The parties sometimes exercise power and leverage as a means of achieving agreement.
  31. 31. The results are usually win, lose or compromise.</li></li></ul><li>Traditional (Positional) Bargaining<br /><ul><li>In traditional bargaining the proposals expressed by the parties at the outset of negotiations are not generally what they expect to ultimately agree to.
  32. 32. The parties sometimes use items as chips. For example, exchanging one proposal for another.</li></li></ul><li>Traditional (Positional) Bargaining<br /><ul><li>In traditional bargaining the parties priorities are kept concealed – both sides feel compelled to be secretive for purposes of “self-defense.”
  33. 33. In traditional bargaining outcomes are sometimes determined by the relative power of the parties.</li></li></ul><li>Traditional (Positional) Bargaining<br /><ul><li>Parties generally sit across from each other.
  34. 34. Parties often use caucuses to reevaluate their positions and proposals.
  35. 35. Usually results in settlements with which both parties can live.</li></li></ul><li>Difficulties<br /><ul><li>Explaining Instead of Listening
  36. 36. Discussing Positions Instead of Problems
  37. 37. “Digging In” </li></li></ul><li>Concession Environment<br /><ul><li>Hard Bargaining
  38. 38. Strong and Specific Positions
  39. 39. Clear BATNA’s </li></li></ul><li>Concession Environment<br /><ul><li>Honest and Fair at the Table
  40. 40. Seek Understanding of Other Side’s Interests
  41. 41. Flexible “Positions”
  42. 42. What we Need versus How We Need to Achieve it</li></li></ul><li>Interest Based Bargaining<br />
  43. 43. Hybrid Theories<br />
  44. 44. Fact-Based Bargaining<br /><ul><li>Seek “Agreements” early
  45. 45. Common Goals and Common Assumptions
  46. 46. Active Listening</li></li></ul><li>Questions<br />

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