By William N. Cooke

Publication by means of Cooke, William N.

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14); Work in America Institute, Inc. (1982, ch. 4). 3. Improved Communications Between Union Leaders and Managers See Driscoll (1980); Smith (1988b). 4. Reduced Day-to-Day Contract Administration Problems See Cohen-Rosenthal and Burton (1987, pp. 1617); Kochan, Katz, and Mower (1984, pp. 134146); Watts (1982). 5. Greater Membership Input into Regular Union Activities and Policies See Burck (1981a); Kochan, Katz, and Mower (1984, pp. 138146); Bieber (1984, p. 34). Potential Costs: The adjustment from traditional adversarial roles to roles that embrace cooperation is just as trying and difficult (if not more so) for union leaders as it is for managers.

1982, ch. 3); McIntosh (1988). Potential Costs: In some cases management may be perceived as promoting cooperative activities as a guise for having employees simply work harder as opposed to working smarter, which leads to greater fatigue and stress. By helping invent ways to increase productivity and efficiency, some employees fear displacement or loss of employment for themselves or co-workers. Some employees, furthermore, apparently fear having to relinquish their secret work practices, which would eliminate personal advantages in completing tasks more efficiently than others or in receiving pay incentives.

Given the complexity and subjective nature inherent in the assessment of the sources of power and the pecuniary/nonpecuniary costs of demands, one can imagine that there is significant opportunity for changing perceptions (and hence demands). That party which is more skilled or adept at changing the perceptions of its opponent (of course to the given party's benefit) effectively increases the given party's relative power over the other. In the context of union-management relations, these bargaining skills are especially important during regular contract negotiations, as the terms and conditions of employment are established or modified.

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