interest based bargaining IBB a cooperative form of bargaining in which the

Interest based bargaining ibb a cooperative form of

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interest-based bargaining (IBB ) a cooperative form of bargaining in which the parties focus more on the interests of the parties and not the exaggerated positions; also called principled, integrative, cooperative, positive-sum, or collab- orative negotiations IBB STEPS Identify the problem. Convene frequent sessions by mutual agreement. Develop agenda items that have joint problem-solving potential. Formulate negotiation subjects as specific problems rather than general concerns. Search for alternative solutions. Give adequate notice of negotiation times. Engage in informal exploratory discussion before making formal proposals. Tackle easy-to-resolve issues first. Systematically compare alternatives. Accurately report preferences. Arrange (e.g. combine) proposals to make patterns of agreement more visible. Consider remedial actions that improve the relationship to be part of the general solution. A criticism of Fisher and Ury’s (1981) application of win-win negotiations in collective bargaining is that it narrowly assumes a dichotomy between integrative and distributive processes. Downloaded by Jenna Marco ([email protected]) lOMoARcPSD|3838251
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It is our view that this is a false dichotomy and that cooperation and competition must coexist in every labour–management relationship. In fact, some scholars argue that cooperation and competition are part of the same dynamic. Moreover, as we discussed above, collective bargaining often involves integrative, distributive, and hybrid issues at the same time. IBB may be inappropriate, therefore, where issues are inherently distributive. To summarize, for integrative bargaining to be successful, there should be a free exchange of information, a problem-solving approach, an understanding of each other’s needs and objectives, and a sufficient level of trust. WHY IS IBB SO DIFFICULT TO ACHIEVE? MIXED-ISSUE BARGAINING Any collective bargaining have a mix of distributive and integrative issues. Distributive: wages Integrative: employee health and safety Hybrid: technological change and pensions (both distributive and integrative). adversarial : ignore the integrative potential in integrative or hybrid issues. optimal outcomes: adapt tactics to the mix of issues. BARGAINING HISTORY The parties may have had a long history of adversarial negotiations by conflict and a lack of trust. In this climate, bargaining positions harden. Additionally, there are unions that, for ideological reasons, oppose all forms of cooperation. For these unions, to collaborate is to be co-opted by management. THEORY Another difficulty in achieving integrative bargaining follows from theory. Unless there is complete certainty that the other side will bargain in a cooperative manner throughout the negotiations, the risk of adopting such a strategy may be too great.
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  • Spring '11
  • Multiple
  • Trade union, Jenna Marco

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