Experiences from collective bargaining in the labor field indicate: 



"Many earnest men in the ranks of both management and unionism 

 have learned that in negotiation they have had to disregard 

 preconceptions of 'w hat ought t o be' in favor of ' what is *; 

 namely, a new set of human relationships that need constant, 

 concrete guidance . Thc^ have learned too, that resort to 

 'princ iple s* is less practical than to resort to the opera- 

 tional . approach of taking a long hard look at what actually 

 makes the vheets go round." ll/ 



Negotiations are usually conducted through committees representing both 

 sides. For best results, however, only one man should be authorized to 

 speak for each side. Other committee members should, of course, be 

 froe to ask questions or give supplementary information. Only the 

 spokesman, however, should be allowed to make statements that may be con- 

 sidered to commit the association. The committee should agree in advance 

 about methods of presenting proposals and meeting counter-proposals, but 

 actual commitments should be left to the spokesman. Too many talkers 

 add confusion to negotiations, 



No fixed rules can be laid down for conducting collective-bargaining 

 negotiations, although good common sense approach is paramount. The 

 representatives on both sides should be able to judge the situation and 

 conduct negotiations accordingly. At the first meeting, it would seem 

 that the main objective should bo to establish an atmosphere of friendli- 

 ness and confidence so that negotiations can develop smoothly. The meeting 

 should be as informal as possible. The discussion of current events or 

 non-controversial matters might be a good way to break the ice. Better 

 progress may be made if a rather definite agenda is agreed upon as well 

 as how long the meeting is to last. Other specific points concerning 

 arrangments can usually be agreed upon as the meeting progresses. 



Meeting Objection s 



Negotiations are often replete with objectives from the opposing party. 

 To win his points, the spokesman must meet such objections. Suggestions 

 for meeting objections arc given by Hill and Hook as follows: 12/ 



!• Anti cipate them - An objection answered before it is 



actually stated loses its power. 

 2» Agree, then refute - This method may be termed the "3/03, but" 



answer. The negotiator agrees with the objector and then 



explains the difference by starting with "but". 

 3. Postpone the answer - Say "I am coming to that "' and then 



answer the question later when it may seem more opportune. 



11/ Williamson, 3. T. and Harris H. Trends in Co llective Bargaining . 

 Twentieth Centra Fund, N. I. 194-5, p. 201. 



12/ Hill, Lee H. and Hook, C. R. Management a t the Bar gaining Table . 

 McGraw-Hill Co. M.Y. 1945. po. 243-245. 



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