How To Begin a Collaborative Initiative (LMC)

In order to begin an LMC process, it is important to discuss the concept with your counterpart. It would be important to answer some of the following questions:  What objectives would we have?  What areas of the organization might be most receptive?  What support do we need from members, supervisors, elected officials, etc? 

It is important to begin with small steps.  Possibly, apply the approach to your next grievance.  Possibly, suggest that a small union management committee be formed to address safety issues.  Possibly, agree to use this approach during your next round of negotiations.  The important thing is to practice the process and build on the successes.  Sometimes parties begin too broadly and are unable to respond to the problems that develop. 

After discussing the concept with your counterpart, it is also important to obtain some education.  This can be done by attending conferences, reading resource material and meeting with groups that have experienced success.  Joint training for union and management leaders would be very helpful.  Practicing the process in a training environment is beneficial for long-term success.  Meeting with groups who have experienced failure can also be very insightful.  Resources may be available through management associations, unions and consultants.  After an educational base has been established, it is important for those involved in the process to develop ground rules, clarify commitments to the process and develop the environment necessary for success. 

After these preparatory items are completed, it is important to establish a support mechanism.  Often, this takes the form of a steering committee of labor and management leaders who are committed to monitoring the process and progress.  This steering committee would provide leadership and address problems that occur.  The steering group can also evaluate the results of group work.  Through continual assessment, skill in applying the process can be gained.  Part of an important support mechanism may be the use of internal or external facilitators.  Oftentimes, groups can function more effectively if they use a facilitator who helps manage the process. 

After the foundation has been established, it is important to communicate the initiative to the organization.  This may be as informal as explaining to a grievant that we will be using an interest-based approach in an effort to address his/her concerns regarding the grievance.  It could be more formal such as an organization announcement that a joint committee has been formed to respond to workplace concerns.  Oftentimes, appropriate communications can be a challenge in applying cooperative strategies. 

What can you do if your counterpart is not interested in or is skeptical of Interest Based Strategies?  Why not take the risk and apply the process to your next dispute?  This could be done by using the following statements and questions

These statements help guide a collaborative resolution to the issue.

 

Failure

I am unaware of any joint efforts that began with failure as a goal.  Having observed groups for over 12 years, I have noticed that some elements and actions seem to promote failure.  Lack of commitment is a primary cause.  If parties begin an LMC initiative without total commitment, people will give up when progress becomes difficult.  Also, if individuals begin LMC initiatives for short-term gains or to deal with “the crisis of the moment”, success becomes more difficult.  Some groups fail after some initial success because they begin to take the process and each other for granted.  Working collaboratively involves maintaining skills and cultivating relationships.  Some groups become over-confident and feel that refresher training would be a waste of time and money.  Other groups believe that steps in the process can be eliminated to save time.  Often, short sighted actions cause problems that lead to failure.  Also, as time goes on, the individuals involved in the initiative may change.  It is important to insure that participants new to the process understand the steps, ground rules and overall expectations.  It is very easy for some individuals to revert back to traditional ways.  After all, most of us have great experience and practice with confrontational relationships.  If new leaders do not value LMC initiatives, it is highly likely that the initiative will falter. 

Success

Groups that continue to experience success exhibit several characteristics.  The interest based process becomes a way of life within the organization.  The interest based approach is used with all types of problem solving and decision making opportunities.  It also serves as the basis for effective conflict resolution.  When membership on committees changes, new participants are trained in the process.  Results of the various initiatives are communicated throughout the organization.  When problems or concerns about the current based approval develop, they are addressed immediately.  Earlier attention to problems helps keep them manageable.  Ground rules are developed and honored.  Concensus is the approach used in order to make quality decisions.  Honesty, integrity and trust are principles that embody every activity and interaction. 

Responsibility for the process is fixed with the leaders of labor and management.  This centralized responsibility helps insure that problems are addressed and process corrections occur promptly.  This group takes the initiative to insure that participants are trained and honor the ground rules.  This group also takes responsibility to insure that both labor and management renew their commitments to working collaboratively.  Success is much more likely when participants recognize that working collaboratively is like maintaining any type of important relationship.  It requires dedication, commitment and hard work.  Continual assessment and commitment to improvement are cornerstones of success.

Summary

Labor management cooperation can do great things for individuals and organizations.  Work environments and productivity can be greatly improved.  Job satisfaction can increase dramatically when individuals provide meaningful input and significant contributions to the workplace.  In an environment where employee loyalty is sometimes questioned and the impact of Generation “X” is a concern, why not involve the people who know the work environment the best?  When parties look at the true goals of labor and management, they can be, and I suggest they should be very similar. 

The interest based strategy presented in this document provides a practical and effective way to improve workplace collaboration.  While the focus of this document has been on the public sector, numerous private sectors unions and management have successfully applied this approach.  If you are currently working with your counterparts in a cooperative environment, Congratulations!  If at one time you participated in a collaborative effort and somehow got off track, why not begin again learning from the problems and challenges you encountered previously?  If you have yet to apply collaborative strategies, why not talk to your counterpart and begin to plan an initiative?  You have little to lose and much to gain.