Labor and management will develop their positions on issues, submit overblown proposals to each other, and argue emphatically. Arguing on positions leaves both sides with one of four options; "I win, you lose," "You win, I lose," "We both compromised, and lost", or "No deal. Traditional bargaining is adversarial, the approach is to beat the other guy. Mutual Gains Bargaining, on the other hand, is a different way of thinking. With MGB both sides understand the need to focus on interests before their positions. It's not to beat the other guy, but rather to get the best for what you need and the other side as well, because their interests are linked to your interests.
Labor-management cooperation is supposed to be an affirmation of the leadership in both the union and management with the goal of seeking better ways of working and new avenues to success. This cooperation in no way compromises or denies the identity of either party. It is also not an answer to all ills. Conflict may still arise, as it should for if handled correctly it sparks creativity and change.
This cooperation, is rather a process that can provide a better way to get things done. The mutual gains process focuses negotiating teams on interests rather than positions. MGB is a simple concept that unions and management can identify at least one goal in common and find ways to jointly accomplish that goal. As simple as the concept might be, it's critical that labor, management, and legislation go through a formal training process before they decide to embark on mutual gains.
Often times, too much distrust exists between the groups not to.
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Legislators are often ignored, but it's important that they be pulled on board so they understand and support the process. There are various approaches and techniques to Mutual Gains Bargaining.
Labor-management cooperation is the key to having an effective relationship between unions and management while keeping the public sector competitive and viable. Mutual Gains bargaining is not a cure all solution, and does not prevent the different parties from disagreeing with each other on issues.
Under this process, however, disagreements neither affect the overall relationship, or the ability to resolve other issues. The parties can agree to disagree, but disputed issues will be resolved through the MGB process. For labor-management cooperation to result, two powerful institutions union and management must respect each other and work together to achieve mutual interests whenever possible.
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