Interest-Based Bargaining (IBB) (also sometimes called "mutual gains" bargaining or "win-win" bargaining) is a term that refers to a form of negotiating where the parties look for common ground and attempt to satisfy mutual interests through the bargaining process. Whereas traditional bargaining focuses on taking and defending positions, in IBB the emphasis is on exploring the interests of the parties and how can they be reconciled. IBB is an effort to look behind positions to determine the needs of the parties and whether there are mutually acceptable ways that labor and management can satisfy those needs.

IBB differs substantially from traditional negotiating techniques in its reliance upon a variety of techniques to promote open communication, such as brainstorming, facilitation, and information sharing. The purpose of exchanging ideas and information is to develop options. Those options are then evaluated both in terms of their effectiveness in resolving the problem and their acceptability to the parties. The objective of the entire process is to reach agreement by consensus. In consensus decision making, the intent is to achieve a resolution that everyone can accept and support even though that course of action might not be their first choice.

• Keys To IBB Success
• Preparing to Bargain
• Key Roles in IBB

Keys To IBB Success

There are a number of factors key to making win-win negotiations and labor- management cooperation successful, including;

Commitment to the Process. Both parties must be committed to bringing about a cultural change whereby they listen to each other, understand each other's needs and interests, and seek solutions designed to strengthen each party.

Information Sharing and Trust. Candor is essential to building trust. Neither party can be surprised by the other and privileged, and private conversations stay that way.

Model Behavior. At all stages of negotiation and during day-to-day contract administration, union leaders and managers need to model cooperative behavior. They must set the example for all to follow.

Time to Prepare. Key leaders on each bargaining team need to have a sense of trust and commitment to the effort so they are willing to take risks, be candid, share information, and model cooperative behavior. It takes time to build this trust and rapport and between key players it must be done prior to sitting down at the bargaining table.

Isolate the Problem. The parties need to accept that some people will not adopt this new approach and can be disruptive to their mutual interests. The parties need to isolate these individuals, if at all possible, and concentrate on the vast majority of managers and employees who prefer the cooperative model.

Contract Is Only Paper. The key to success is understanding that the conclusion of negotiations is only the beginning of a long term partnership between union and management to implement the contract and market this new cooperative approach. Organizational culture cannot be changed just by issuing a new contract to everyone. The parties must develop a strategy for change over the life of the contract and beyond.

Preparing to Bargain

• Select Team Members
• Select Facilitator(s)
• Jointly Train
• Identify Issues
• Analyze Problems and Opportunities
• Develop Ground Rules

Suggested Ground Rules

1. Start promptly; be punctual
2. Respect other's opinions
3. Full sharing of information; openness
4. Facilitation of discussion; allow people to finish thoughts
5. Allow everyone to contribute/speak
6. One speaker at a time; do not interrupt
7. Allow clarification
8. Attack the issue, not the person
9. Ask for clarification; no such thing as a stupid question
10. OK to revisit issues
11. OK to table issues with minimal discussion for later revisit
12. Commitment on a final document
13. Decision by consensus without feeling any important idea has been compromised
14. Offer option if consensus cannot be reached
15. Check for closure
16. Honesty should be part of the meeting
17. Pay attention (active listening)
18. Adequate breaks should be taken
19. No cheap shots
20. No name calling

Key Roles in IBB

Facilitator

• Keep the group on task
• Assure balanced participation
• Help parties to adhere to established rules
• Remain neutral

Recorder

• Capture basic ideas and key words
• Write rapidly, but legibly
• Number, date, and maintain documents

Participants

• Prepare thoroughly
• Comply with conduct and procedure rules
• Contribute ideas and concerns