Date of Original Version
Collective bargaining has long been the dominant process for settling workplace disputes between union members and management, but has recently been used less frequently as unionization rates continue to decline. Currently, positional bargaining is the predominant negotiation strategy used in collective bargaining. However, interest-based bargaining has emerged as an alternative method for negotiations. This paper will examine the different outcomes in labor relations, innovative agreements, and party satisfaction when interest-based bargaining is used instead of positional bargaining. This paper utilizes survey data and case studies to determine if there is a noticeable difference between the two negotiation strategies.