Re: Good and bad...

NAVAIR, those are the exact same items I have problems with as well. To assume there is something suspicious before you even meet to discuss already sets the tone for further communication. Not a good jumping off point. And yes, to declare mgt's "tactics" are intentionally meant to intimidate puts up the barrier and hinders potential resolution to the issue. Shouldn't the parties have grown up by now????

Re: Good and bad...

The union president probably has experience to back up his suspiciousness. Many ofhis record keeping suggestions and two union representatives at a meeting indicate that wariness of management should be SOP.

Re: Good and bad...

I think the items you pointed out that you don't like likely come form experience. We have a Union and I am an officer. We have a pretty good relationship with management but things seem to have changed somewhat when we started negotiating a contract. Now I'm seeing a completely different side of them. The very items you pointed out as not liking are the very ones I keyed on and said to myself - hmmm, good thnks to keep in mind. Apparently it depends on the color of glass one is looking through.

Re: Good and bad...

You have got to be kidding. I will be presumptuous and say you are a good supervisor who listens, acts fairly, and tries to work with employees instead of against them.
Management that I deal with believe in the gotcha approach instead of a reasonable approach. They say something and then deny saying it. If one does something a little wrong, but there are mitigating circumstances, they ignore the mitigating circumstances and amplify the something wrong. They have you violate the law(1203, the 10 deadly sins that can get you fired), but will not take responsibility when the problem blows up.
This is why one must be very careful when dealing with management.

Re: Good and bad...

In response:

“Be suspicious, but respectful of management; thoroughly analyze their possible motivation.” The second part of the sentence explains what it means to be suspicious “thoroughly analyze their possible motivation.” It is important to understand the motivation that leads a party to take a position on an issue so the parties understand each other’s concerns (i.e. interest-based bargaining).

#22 – “Do not be intimidated by mgmt's fear tactics”. Some managers utilize fear tactics as do some Union officials. For this reason, the NBPC wants reps to know they don’t have to be intimidated by them if they encounter them. I might agree if it said: “Mgmt always uses fear tactics so do not be intimidated by them."

#24 – “Beware of divide and conquer tactics.” Why not alert reps to the possibility of officials using such tactics? We experienced a significant increase in D&C tactics in the past 3 years. I might agree if it said: "mgmt always uses D&C tactics so beware."