Late in the semester takes on a degree of urgency for those involved in education on either side of the chalk. Similar to the wind down of a sports season, things count more and time runs short. Not surprisingly, the final project for my negotiations class entails analyzing a real situation to assess strategy and implementation of the parties involved. There is a timeliness and relevance that comes with looking at situations that are currently unfolding, and my classes have been blessed over the last bit:

• Fall 2008 – York University unionized workers strike.

Note: Neither Schulich (business) or Osgoode (law) were affected directly. All appreciated the irony of crossing a picket line to teach a class on Negotiating.

• Winter 2009 – Auto sector woes, which were welcome in the fall, continue.

Note: There is also a nice little transit strike in Ottawa.

• Summer 2009 – Toronto City outdoor and daycare workers strike

Note: Toronto City Counsellor Karen Stintz guest shared perspectives on this in class this semester.

• Fall 2009 – Cable companies and TV broadcasters

Note: Just in time for Fall 2009, CRTC Chair Konrad Von Finckenstein chastised the disputing cable and broadcasting companies with:
“You need each other; I don’t understand why you can’t negotiate.”
A final report gift, just in time for Christmas.

• Winter 2010 – Community College Teachers vs. Management

Note: As an instructor at Humber I was able to vote in this one. Who on Earth thinks that teaching is a profession in which to get rich?!
The thread through all of these situations appears to be “reacting to a business model that’s under strain.” Whether its wage dissatisfaction or margin envy, those involved, who really do need each other, would do well to hear Von Finckenstein’s words.
Complex situations? Requiring new approaches? This will ring familiar to those working in supply chain. Collaboration is easy to talk about and, theoretically, we can see the opportunity for creating/protecting value. The work comes in effectively executing on that mindset to address real challenges.
The competitive reaction appears to be automatic, especially if we are taking away things that people have “always had” (e.g. banked sick days) or have come to expect (3 – 5% year-on-year wage increase). The rightful target for competitive behaviour is often outside this relationship.
This means that even though it makes perfect sense to implement your cost-saving initiative, if someone is losing something, expect some push back. Positioning energy toward understanding the problem (hopefully a shared problem) is the most effective interaction. No situation is too small for a strategic look, which could start conversations toward some fixes.

Tags: Tags: collaboration, Negotiations, Sustainability —

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