1. KEY COMPONENTS OF IBB: DON’T LEAVE HOME WITHOUT THEM!
________________________________________________________ INTEREST BASED BARGAINING ____ (1)
Presented by:
EDWARD F. HARTFIELD,
THE HARTFIELD RESOLUTION GROUP
and
BOB UFBERG,
UFBERG SILEO, LLP

2. WORKSHOP GOALS Discuss the strengths and weaknesses of IBB
________________________________________________________ INTEREST BASED BARGAINING ____ (2)
WORKSHOP GOALS
Discuss the strengths and weaknesses of IBB
Develop a shared understanding of how and when to use IBB
Understand when to avoid IBB
Identify key components of IBB

3. INTEREST BASED BARGAINING
A structured approach to negotiation in which the parties share their concerns, generate options jointly, share data and address all interests on issues.

4. PRINCIPLES OF IBB Focus on issues, not personalities.
________________________________________________________ INTEREST BASED BARGAINING ____ (4)
PRINCIPLES OF IBB
Focus on issues,
not personalities.
Work from interests,
not positions.
Create options to satisfy both mutual and separate interests.
Evaluate options with standards, not power.
Information sharing is essential for wise decisions and
effective problem solving.

5. KEY COMPONENTS Joint Training Commitment to Shared Data/ Data Team
Commitment to use process
from beginning to end
No splitting of issues
Wise use of facilitation

6. KEY QUESTIONS
Does Interest Based Bargaining truly differ from traditional bargaining?
► If so, how?
► What points do they share in common?
Is IBB generally a good or bad approach for negotiating Higher Ed labor contracts?
► When would you choose to use IBB?
► When or why would you avoid IBB?
► What particular facts and circumstances
inform your answer in each instance?

7. KEY QUESTIONS Recognizing the unique exposure resulting from IBB:
Are certain kinds of issues better addressed in IBB than in traditional bargaining?
Conversely, are certain kinds of issues better addressed in traditional bargaining?
Recognizing the unique exposure resulting from IBB:
► Does possibility of failure increase the risk?
► Is there life after failure?
Does using IBB pose any unique legal issues or challenges, e.g. under the National Labor Relations Act?

8. MUTUAL INTERESTS Association College M U T A L
________________________________________________________ INTEREST BASED BARGAINING ____ (8)
MUTUAL INTERESTS
Association
College M U T A L

9. UNDERSTANDING INTERESTS
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UNDERSTANDING INTERESTS
In order to reach an agreement, it is not necessary to agree with someone else’s interests
It is necessary to
understand their interests

10. INTEREST-BASED BARGAINING PROCESS
Step 1. DETERMINE ISSUES FOR NEGOTIATION JOINT
Step 2. GENERATE INTERESTS SEPARATE
Step 3. SHARE INTERESTS JOINT
Step 4. BRAINSTORM OPTIONS JOINT
Step 5. RATE OPTIONS SEPARATE
Step 6. SHARE RATINGS JOINT
Step 7. REVISE RATINGS (IF APPROPRIATE) SEPARATE
Step 8. SHARE REVISED RATINGS JOINT
Step 9. CREATE PACKAGES SEPARATE
Step 10. PRESENT PACKAGES JOINT
Step 11. REACH AGREEMENT ON A PACKAGE JOINT
Step 12. SETTLEMENT JOINT

11. ________________________________________________________ MUTUAL GAINS BARGAINING ____ (11)
For Additional Information: Edward F. Hartfield The Hartfield Resolution Group PO Box 116 St. Clair Shores, MI Bob Ufberg Ufberg Sileo, LLP 310 Penn Avenue Scranton, PA