The Battle - Section 5 - Collective Bargaining: How it Works and Why - 3rd Edition
Thomas R. Colosi is American Arbitration Association Vice President for National Affairs and a third-party neutral. He spends much of his time training advocates and neutrals about the workings of dispute resolution. He has taught as an adjunct professor for the University of Maryland Law School and at Cornell’s School of Industrial and Labor Relations.
Arthur E. Berkeley is Associate Professor at the Memphis State University’s School of Business, where he teaches alternative dispute resolution. He is involved in training programs as well as serving as an arbitrator. He served as the founding president of the Maryland Chapter of Industrial Relations Research Association.
Originally from Collective Bargaining: How it Works and Why - 3rd Edition
IN THIS SECTION we discuss the weapons of conflict in industrial relations and their uses and abuses.
Weapons of Conflict
When most people consider the topic of weapons of conflict in industrial relations, they think first of the strike. To be sure, the strike (and the threat of a strike) is very powerful, but the union has two other principal weapons: the boycott and the picket line. After a discussion of these, we will consider the weapons an employer has at its disposal.
The Union’s Weapons
A strike may be defined as an organized withdrawal of employee services. Union leaders have traditionally contended that the right to with hold one’s labor is the basic, fundamental and inalienable right of every working person; employers have not been in agreement, arguing that this right, if it is indeed a “right,” is far from absolute and must be subject to restraints.
Weapons of Conflict
The Union's Weapons
The Employer's Weapons
Nonuse of Bargaining Power
Abuses of Bargaining Power
Whipsaws and Parities
Uses of Another Party's Bargaining Power
Costs of Agreeing and Disagreeing
MAD: Mutually Assured Destruction
Points to Ponder