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Topic: Mutual gains bargaining

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	Mutual
		Mutual, Ohio Mutual is a village located in 2000 census, the village had a total population of 132.
		Mutual, Oklahoma Mutual is a town located in 2000 census, the town had a total population of 76.
		Mutual recursion Mutual recursion is a form of recursion where two mathematical or computational functions are defined i...
	www.brainyencyclopedia.com /topics/mutual.html (404 words)

	Collective bargaining (Site not responding. Last check: 2007-10-14)
		Collective bargaining is the process of negotiation between trade unions (or labor unions, as they are called in the USA) and employers (represented by management) in respect of the terms and conditions of employment of employees, such as wages, hours, working conditions and grievance procedures, and about the rights and responsibilities of trade unions.
		Other writers have emphasised the conflict-resolution aspects of collective bargaining, but in Britain the most important refinement was that made by Allan Flanders, who defined it as a process of rule-making, leading to joint regulation in industry.
		In Britain collective bargaining for many years has been, and been endorsed as, the dominant and most appropriate means of regulating workers' terms and conditions of employment, in line with ILO Convention No. 84.
	www.1-free-software.com /en/wikipedia/c/co/collective_bargaining.html (370 words)

	NLMCC: Conferences/Workshops (Site not responding. Last check: 2007-10-14)
		Mutual Gains Bargaining is an innovative system of negotiation that focuses upon discovering interests rather than locking into positions, and engaging in joint problem-solving rather than seeking solutions that create either winners and losers or unhappy compromise.
		NECA and the IBEW are pleased to offer the Mutual Gains Bargaining Workshop, an intensive hands-on seminar, presented by the faculty of Cornell University's School of Industrial and Labor Relations.
		It is designed to help IBEW and NECA participants work together for mutual gains at the local level in all sorts of endeavors–improving customer relations, marketing, education and training, marketshare, and more.
	www.thequalityconnection.org /conf.htm (315 words)

	Interest-Based Bargaining
		Interest-based bargaining is rooted in the idea that the fundamental interests (or concerns) of labor and management typically complement one another.
		Indeed, traditional collective bargaining is largely based on the premise that the outcome of negotiations creates winners and losers, and both parties use any available leverage to make sure they are the winners.
		Collective bargaining laws in both the public and private sectors are written to embody this assumption.
	www.afscme.org /wrkplace/cbr495_1.htm (2056 words)

	Improving Industrial Relations: A Strategic Policy - Page 27 - Labour Relations Commission (LRC) Ireland [EN] (Site not responding. Last check: 2007-10-14)
		Commentators and practitioners also disagree on whether mutual gains principles can be extended to all employees in a company or only to ‘core’ employees performing indispensable and firm-specific jobs or tasks.
		As to the second issue of the general applicability of mutual gains principles across companies, industries and sectors with different business and workforce features, there is growing agreement among researchers on at least two central concerns.
		The issue of the prospects facing mutual gains industrial relations in the years ahead, is, therefore, one of considerable importance for the future strategic direction of the Labour Relations Commission.
	www.lrc.ie /viewprint.asp?DocID=289&StartDate=1+January+2005 (421 words)

	IRRA Proceedings 2003/Employment Relations for Health Care Workers/Does Collaborative Bargaining Make a Difference in ...
		Traditional bargaining is based on an adversarial relationship between the parties and focuses on competing for resources or authority in a zero-sum context.
		Mutual-gains bargaining is based on the premise that the parties have mutual interests and that the best and most durable agreement is built on that commonality.
		The other is that traditionally bargained contracts articulate a presumption that the hospital has unilateral authority to resolve any problems not covered by the agreement, whereas interest-based contracts contain an explicit or implicit recognition that such issues will be jointly resolved.
	www.press.uillinois.edu /journals/irra/proceedings2003/roberts.html (2698 words)

	Negotiation - Wikipedia, the free encyclopedia (Site not responding. Last check: 2007-10-14)
		Negotiation is the process whereby interested parties resolve disputes, agree upon courses of action, bargain for individual or collective advantage, and/or attempt to craft outcomes which serve their mutual interests.
		This approach, referred to as Principled Negotiation, is also sometimes called mutual gains bargaining.
		The mutual gains approach has been effectively applied in environmental situations (see) as well as labor relations where the parties (e.g.
	www.bucyrus.us /project/wikipedia/index.php/Negotiation (496 words)

	IBB
		Interest-Based Bargaining (IBB) (also sometimes called “mutual gains” bargaining or “win-win” bargaining) is a term that refers to a form of negotiating where the parties look for common ground and attempt to satisfy mutual interests through the bargaining process.
		Whereas traditional bargaining focuses on taking and defending positions, in IBB the emphasis is on exploring the interests of the parties and how can they be reconciled.
		Key leaders on each bargaining team need to have a sense of trust and commitment to the effort so they are willing to take risks, be candid, share information, and model cooperative behavior.
	dothr.ost.dot.gov /toolkit/LabRelat/IBB/ibb.html (503 words)

	CoSolve's World
		The challenge of the bargaining process should be to expand the common ground and manage the differences intelligently.
		Interest-based (as opposed to positional) bargaining techniques have been developed to turn the bargaining process from a testy trade-off into a mutual gains event.
		CoSolve is often retained by the parties to facilitate the bargaining process itself, in a manner consistent with the approach and objectives of the training.
	www.cosolve.com.au /KeyServices.html (1456 words)

	Connecticut State University AAUP Current Newsletter (Site not responding. Last check: 2007-10-14)
		Inasmuch as mutual gains bargaining requires a high degree of mutual trust and respect, the AAUP team rejected the Board’s proposal and thus indicated that we would be engaging in traditional bargaining, commencing with the exchange of proposals.
		Whatever the Board’s approach to bargaining is, we know that it is not mutual gains because such an approach requires mutual trust and prior agreement, and these conditions do not apply in the present case.
		Traditional bargaining, also known as positional bargaining, is where each side adopts a position at the outset and negotiating moves each side to some compromise position.
	www.ccsu.edu /aaup/csu/Oct00_news.htm (1197 words)

	CR bookstore
		Beginning with the premise that “interest-based, mutual gains bargaining is critical to the long-term success of businesses and public organizations,” the author sets out to examine the concepts of negotiation in the collective bargaining process.
		Mutual gains bargaining is based on the work of Roger Fisher, William Ury and Bruce Patton, the authors of Getting to Yes.
		Despite the preponderance of positional bargaining in labour relations, the author suggests that change is possible.
	www.crnetwork.ca /bookstore/bookreview.asp?BrID=b000093 (297 words)

	Business Consultants Network, Inc. Articles: The History and Impact of the Beyond Conflict Workshop (Site not responding. Last check: 2007-10-14)
		This concept is also often referred to as mutual gains bargaining, collaborative bargaining, non-adversarial negotiations, win-win, etc.
		PERB is the state agency established to oversee dispute resolution in collective bargaining among public employees.
		The first study, conducted and published in 1991 by the Institute of Industrial Relations at the University of California, Berkeley, confirmed that transformations from ineffective, adversarial, non-trusting relationships into effective, cooperative and trusting working relationships were the norm, rather than the exception among participants.
	www.firo.net /AboutUs/Article.cfm?DynamicID=3 (1221 words)

	FMCS :: What We Do :: Preventive Mediation :: Alternative Bargaining Processes :: Interest-Based Bargaining
		It assumes that mutual gain is possible, that solutions which satisfy mutual interests are more durable, that the parties should help each other achieve a positive result.
		In the collective bargaining context, it assumes that negotiation, like other aspects of the collective bargaining process, can enhance the labor-management relationship, and that decisions based on objective criteria obviate the need to rely only on power.
		With a decision to proceed, mediators facilitate a joint meeting of the participants to reach agreement on ground rules and protocols under which the bargaining will be conducted, an exchange of the issues to be negotiated, and steps for a transition to traditional bargaining if the IBB process breaks down.
	www.fmcs.gov /internet/printerPage.asp?categoryID=131&itemID=15804 (685 words)

	Syllabus - Bargaining and Negotiation (COMM 442/542)
		Dispute resolution systems; definitions of bargaining, negotiation, and the "negotiation situation." Negotiation as conflict and dispute engagement.
		The nature of distributive bargaining: competition, self interest, and "win-lose." The nature of integrative bargaining: collaboration, mutual interest, and "win-win." MGB - Mutual gains bargaining.
		Walker, G. Bacharach and Lawler's theory of argument in bargaining**: A critique.
	oregonstate.edu /instruct/comm440-540/442syllabus.htm (616 words)

	Business - How You Could Win With Negotiatin
		Positional bargaining is typical in many business situations and in many cases accepted as the norm.
		What is missing in the positional bargaining process that is of prime importance in the mutual gains or (dare I say it) win/win negotiation is time spent on the parties' real concerns.
		In mutual gains negotiating, you have to understand what the other party would like to achieve as well as knowing what YOU want to achieve.
	www.risingwomen.com /arcmagneson3.htm (783 words)

	Free Term Papers on Collective Bargaining
		I see collective bargaining, in its most basic form, as the process by which an organised group of employees, in the form of trade unions, negotiate with employers, their representatives or their associations in relation to any aspect of employment within the employers organisation.
		Collective bargaining is also a political institution in that it regulates and defines the interaction between trade unions and management.
		Collective bargaining, when agreements that come from it are for set time periods, can allow management to plan for the future based on those agreements and the knowledge that the unions are likely to cooperate.
	www.freefortermpapers.com /show_essay/273.html (761 words)

	Bargaining
		Bargaining power In freedom than those with similar assets.
		Collective bargaining Collective bargaining is the process of negotiation between management) in respect of the terms an...
		Collective Bargaining Agreement The Collective Bargaining Agreement (CBA) is the contract between the NHLPA that defines...
	www.brainyencyclopedia.com /topics/bargaining.html (69 words)

	Alternative Dispute Resolution
		The ability to gain the confidence and support of subordinates and peers, as well as handle change, is critical for managers at all levels.
		A 2-1/2-day workshop designed to teach the principles of mutual gains (also known as interest bargaining) as they are applied to decision making and problem-solving within organizations.
		It presents a method of bargaining that enables the parties to make the most of collaborative opportunities while also handling the competitive aspects of negotiation in a fashion more likely to result in technically superior deals, constituent compliance and an improved relationship.
	www.opm.gov /er/adrguide/Section5-p2.asp (4075 words)

	FMCS :: What We Do :: Dispute Resolution and Conflict Management :: Collective Bargaining :: Interest-Based Collective ...
		Unlike traditional bargaining, where the parties begin with predetermined positions on issues, the process opens with both parties first seeking to understand the issue or problem.
		Next, they identify the underlying interests of each side. Often, parties discover that their interests are mutual and that both sides are trying to achieve the same goal but just taking different approaches. Having identified interests, the parties can generate options that satisfy their needs. Options are evaluated according to objective criteria.
		Parties find that interest-based bargaining is a process that enables traditional negotiators to become joint problem solvers. It assumes that mutual gain is possible, that solutions which satisfy mutual interests are more durable, and that solutions are more creative.
	www.fmcs.gov /internet/displayContent.asp?categoryID=140 (688 words)

	[No title] (Site not responding. Last check: 2007-10-14)
		Mutual Gains Bargaining Workshops These workshops, formerly known by some as “win-win” bargaining sessions, are national events.
		Mutual Gains workshops are scheduled for several times during the year.
		Unlike the Mutual Gains workshops, “Partnering” sessions are focused completely on one local area.
	www.thequalityconnection.org /2000annualreport.doc (1397 words)

	BEC / Finance & Accounting
		Coaching and Mentoring your Team is a two-day workshop for any manager who wants to gain maximum performance from their staff, on both an individual and a team level.
		Understanding Labor Relations and Mutual Gains Bargaining is a two-day program that examines the factors that cause employee resistance, and the external forces that impact "labor relations" or interaction has in an organization, and the options available to management if they want to take a proactive stance.
		Gain an appreciation of the critical factors used in budgeting, what they mean, how they interact and how to increase accuracy.
	www.bec.bm /text/2003.html (1998 words)

	Monthly Labor Review: The Mutual Gains Enterprise: Forging a Winning Partnership Among Labor, Management, and ...
		These mutual gains models should include not only traditional collective bargaining, but also worker representation on corporate boards of directors, works councils, labor-management consultation committees, jointly administered employee involvement programs, and combinations of models to give workers more power and greater opportunity to participate in workplace decisionmaking.
		When labor leaders are partners in programs to boost innovation, mutual gains practices prevail, according to the authors.
		Some of these examples of successful mutual gains models may be familiar to those who have read Mutual Gains: A Guide to Union-Management Cooperation by Edward Cohen-Rosenthal and Cynthia Burton.
	www.findarticles.com /p/articles/mi_m1153/is_n3_v118/ai_16900418 (609 words)

	FACULTY SALARIES
		Cincinnati, OH The University of Cincinnati faculty is represented by the American Association of University Professors (AAUP) in contract negotiations for salary and working conditions with the University Administration.
		In terms of the MGB approach which uses interest statements, the faculty wanted wages which were competitive with that paid by other Universities of our type (Midwestern, public funded), with real wages increasing as a result of years of service.
		Although this analysis was not accepted as the rationale for the final settlement, the author believes it will be the basis for further discussion if MGB is used in future negotiations.
	www.aaupuc.org /pesce.html (1031 words)

	Position Papers
		n early April, after the first meeting of the two bargaining teams, it was agreed that a joint communiqué regarding the intent of both parties to attend training sessions in interest-based bargaining would be issued immediately.
		The mediator said that 95% of all bargaining done in this country is traditional bargaining, and has been done successfully and to the advantage of both parties in labor disputes for generations.
		Interest-based bargaining might someday be workable at the University of Toledo, but the scope of the negotiations will have to be narrowed, and the two essential items, a track record of mutual cooperation and trust and a willingness to share power, have to be present.
	www.utaaup.com /pub5.htm (1155 words)

	Mutual gains bargaining - Wikipedia
		Mutual gains bargaining (MGB) is an approach to collective bargaining intended to reach win-win outcomes for the negotiating parties.
		Mutual gains bargaining has been used successfully in such areas as labor-management relations and environmental negotiations.
		Both sides have legitimate interests to be recognized and advanced
	en.wikipedia.org /wiki/Mutual_gains_bargaining (88 words)

	wcr:11/29/1999 -- Letters to the Editor
		Calgary Catholic teacher's actions in September 1999 have resulted in long-term gains both for the teachers and for the students in the school system.
		Bishop Henry referred to what is commonly called "mutual gains" bargaining.
		For "mutual gains" bargaining to be successful, it must start with the premise that both sides have an equal right to solve their concerns, or interests.
	www.wcr.ab.ca /columns/letters/1999/letters112999.shtml (1472 words)

	[No title] (Site not responding. Last check: 2007-10-14)
		Some bargaining data is internal to the firm, some is external.
		Discuss, explain, and evaluate the following statement: "An examination of grievances and arbitration awards is an important phase of bargaining preparation." 4.
		According to Lobel, advocates of Mutual Gains Bargaining make a number of dangerous implicit assumptions about traditional positional bargaining.
	www.usu.edu /econmhr/econ5670/Probs2.txt (240 words)

	Beyond Win-Win in Cyberspace
		Cyberspace and sophisticated computer technology are presenting new opportunities for overcoming the challenges of conventional negotiation with mutual gains bargaining.
		In a Cornell study (footnote 25) with a similarly complex case, the average gains were 16% for each party.
		The facilitated negotiation described in this paper is intended to both (1) encourage mutual gains bargaining and (2) to work toward the goal of Pareto efficiency in negotiation.
	www.smartsettle.com /more/beyond/BeyondWinWin.html (5449 words)

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