Positive Examples of Union-Management Relationships to Inspire

By Perry Goldlust

When the subject of labor and management relations comes up, it is all too often viewed through the darkly colored filters of business/political philosophies. This filter, or perhaps more accurately blinders, results in the parties losing sight of the fact that no matter what the opinion of organized labor or of the employers, in good times and bad, deals have to be made. The goal of good-faith bargaining remains the securing of an agreement, and not the vanquishing of the enemy. Employment relationships more often than not bring with them baggage made up of old wounds and grudges that have festered, having a long-term effect on future employment relations. Finding commercially-reasonable solutions that do not involve "defeat" acts as a deterrent to revenge bargaining. Everyone seems to expect an adversarial relationship between unions and management, but this doesn't have to be the case. Recognizing mutual problems leads to cooperation not surrender.

Having some inspiring examples helps bring this point home. Here is one from a few years ago: The large international company J. C. Bamford (JCB) had to reduce costs in their British operations and brought the issues to its workers represented by GMB - a large general trade union. One might have expected strikes and lawsuits when the company suggested that some layoffs or other changes might be necessary in order to keep things profitable. This is the script many union and management negotiators turn to as the default employment relations setting.

Instead, GMB workers met with JCB officers in a spirit of good-faith negotiations. Together they formulated a compromise plan that reduced the work week for employees to 34 hours a week. The reduction in the work week allowed the company to reduce costs. In exchange, the pain of reduced take-home pay was spread across the work force and employees kept their jobs. The alternative of a few people with no job at all was avoided by using the parties' best efforts to solve what was really a joint problem.

A lesson to be learned is that a resolution does not require a winner and loser. Jobs were saved, costs were cut, and the pool of experience and training that had been built over the years remained, for the most part, intact. The union held open the door to regaining those lost hours and wages in future negotiations when fortunes improved.

The take-away is that negotiations between unions and management are not necessarily subject to a win/lose scenario. There is always room for creative solutions if the spirit of cooperation is maintained. Sometimes this can be achieved without a mediator and sometimes the objective mediation professional is the catalyst required to make it happen, but it is always possible. Next time a negotiation seems hopeless, remember the story of JCB and GMB and take heart!

If you would like to know how mediation can help resolve commercial and business disputes, please contact Perry Goldlust. Mr. Goldlust is offering his confidential services to parties jointly requesting a neutral facilitator in matters relating to employment, union management relations and general commercial disputes. Call 302-483-2000 or visit http://www.perryfgoldlust.com

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