Contentious work environments lead to performance challenges. Interest-based negotiation allows for better outcomes. Change the narrative, transform the results.

1. Prepared by: Suzette Henry Campbell
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2.  Unionized environments experience the
same kinds of tension.
 Organized and ritualized forms of
negotiations referred to as collective
bargaining.
Suzette Henry-Campbell, Conflict Analysis & Resolution/2014 2

3. Suzette Henry-Campbell, Conflict Analysis & Resolution/2014 3

4.  Early 20th century – Agriculture to Industrial
change.
 Population moved from rural to urban.
 Great Depression – large numbers of skilled
and unskilled labour.
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5.  Up to 1938, there was no federal minimum
wage law or laws governing child labour.
 Factories moved to Southern States held
high unemployment which encouraged less
political resistance to low wages and child
labour.
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6.  Union movement began in the 1830’s but
grew considerably during the Great
Depression (1930’s)
 National Labour Relations Act (1935) was
passed by Congress.
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7.  In 1947, responding to labour unrests and
strikes, Congress moved the mediation
function from the Department of Labour to
the Federal Mediation and Conciliation
service.
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8.  Unions are struggling to attract members
because of the challenging economic times.
 Workers are hesitant to agitate for better
wages and working conditions.
 Unions may become attractive in the future if
history is to be a guide.
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9.  Employers may adopt an approach that
discourages the effort of unions due to
political and legal cultures towards trade
unions.
 Telecommuting and other means of
satisfying work obligations has impacted
unionization efforts.
Suzette Henry-Campbell, Conflict Analysis & Resolution/2014 9

10.  White collar professionals (e.g. nurses,
pilots)
 The birth of hybrid professional associations.
[provides greater influence on workplace
policies and governance without actually
negotiating collective agreements.
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11. Airline Industry
o Companies pursuit of people first initiatives.
(Southwest Airlines)
o Adopting less underhand techniques during
the process.
o Proactively addressing the needs of their
internal clients.
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12.  A union grievance is any alleged violation of
the “contract, past practice, employer rules,
previous grievance or arbitration
settlements”.
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13.  Defined as the steps that promote an
organized way of addressing violations of the
collective agreement etc.
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14.  Grievance Process
 Open Door Policies
 Mediation Programs
 Hotlines
 Workplace training programs
 Litigation
Suzette Henry-Campbell, Conflict Analysis & Resolution/2014 14

15.  Teamwork and collaborative efforts lead to
long term organizational health and
improved morale among constituents.
 Reframing the relationship using innovative
phrases like principled negotiations,
employee centered management.
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16.  Share useful data
 Communicate
 Demonstrate a willingness to view the other
as a partner.
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17.  Get to know the players.
 Be transparent
 Engage other actors to create benchmarks
or goals.
 Clarify your span of control.
 Communicate ‘trust’.
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18.  Rights Arbitration – union grievances
 Interest Arbitration – terms of the collective
agreement.
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19.  Relationships are being assessed.
 Changing adversarial stance brings risks to
both.
 Unions fear they will be viewed irrelevant.
 Management fears hidden agenda.
 There is need to reframe the context.
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20. Raines, S. (2013). Conflict Management for
Managers. Resolving Workplace,
Client and Policy Disputes. Jossey-Bass
*All images sourced from Google Search
Engine.
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