f these characteristics have marked most negotiations over a period of time. The increasing maturity of collective bargaining implies enlargement of the rational process" This rational process involves the employee, employer, and union settling on the basis of facts rather than name-calling, table pounding, and emotionalism (Sloane, Witney, 203-204).Therefore, in order for collective bargaining to become more rational, certain techniques must be employed. Edward Peters has written a guide to better negotiating titled Strategy and Tactics in Labor Negotiations. In this book he provides good strategies for obtaining a more rational negotiation.The first important step toward better bargaining is to realize the essential nature and purpose of negotiations. In a bargaining conflict, there are three main activities in which each party is involved: (1) attempt to influence each other, the employees, and public opinion by advocating the merits of their respective positions; (2) indicate strength to each other; and (3) explore the possibilities, in terms of each other's maximum and minimum expectancies, of a settlement without an economic contest, or, at worst, a contest of minimum duration (Peters, Edward, 41). Peters states that sophisticated bargainers often underestimate the importance of good preparation and presentation of their position because they feel that these are just "window dressing for the harsh realities of economic strength (Peters, 42)." It is true that economic strength is important, but a position reinforced by logic and reason can often exert a crucial influence (Peters, 42).Another step toward better negotiations is preparation and the setting of realistic goals. Peters states that "the practicality or impracticality of a collective bargaining goal is a matter of foresight, not something to be determined by hindsight (Peters, 60)." An example of this that pertains to management is that sometimes there are items th...
