Teaching Negotiation Theory and Skills Over the Internet

Negotiating on-line is becoming an increasingly common phenomenon in the workplace. The medium of the Internet also offers promising, opportunities for negotiation educators to reach out to participants that might otherwise be unable to attend a seminar. The authors used the Internet to teach negotiation theory and skills during a seven-week seminar that was conducted completely over the World Wide Web. This experiment revealed several advantages and difficulties likely to arise in the conduct of distance learning for topics in negotiation. The authors reflect on how they would organize the seminar differently, should they do it again, and offer suggestions for others organizing courses using the Internet.     

Interest-Based Negotiations in a Transformed Labor–Management Setting

The authors introduce a group of essays that evolved from a March 2003 symposium on the path-breaking new partnership and use of interest-based negotiation (IBN) at Kaiser Permanente (KP), one of the largest integrated health care programs in the United States. They briefly trace the history of the IBN approach (both success stories and failures); the growth of this phenomenon; and its use in collective bargaining settings. The KP case, the focus of the symposium (which was jointly sponsored by MIT's Institute for Work and Employment Relations and Harvard's Program on Negotiation), is by far the largest instance of the use of IBN in U.S. labor relations history.     

Labor–Management Relations: Understanding and Practicing Effective Negotiations

Periodic collective bargaining between employers and unions, combined with contract administration and workplace dispute resolution, has provided many core insights for the broad field of negotiations. Over the past twenty-five years, this arena has advanced knowledge regarding the interdependence of integrative and distributive bargaining, the concurrent shaping of attitudes, the management of internal relations (within a party), and the roles of elected and appointed agents. Public sector negotiations have provided new insights into the dynamics of multilateral bargaining as well as a broad array of mediation and arbitration models. While the number of labor agreements negotiated each year has declined over the past half century, at least 23,000 private sector agreements are still executed each year and fundamental changes in industrial relations systems make continued attention to labor–management negotiations of increasing importance. In particular, this arena now features highly structured approaches applying interest-based bargaining principles and presents profound challenges as power relations shift in multiple ways.     

Taking Stock of the Kaiser Permanente Partnership Story

The success of the 2000 interest-based contract negotiation at Kaiser Permanente (KP) does not mean that future challenges to this approach to negotiation have evaporated. Among the factors that contributed to the success thus far were: establishing buy-in to what was a new approach for many people; effective coordination in a complex environment; deadline pressure; managing internal negotiations; effective leadership; an investment in training; facilitation; creative brainstorming; and establishing ground rules. In addition to reviewing the KP experience, the authors focus on lessons learned and guidelines for future negotiations, as well as the role of interest-based processes in an organization's daily routine.     

What Would You Do—On the Back of a Camel?

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