Emphasizing the credit opportunity
In a labor–management situation, for instance, a company may want to partner with its union to improve quality, productivity, or processes—yet it wants to be adversarial when it comes to negotiating benefits and wages. These two contrary positions may be difficult to understand. A true partnership needs to focus on mutual interests, but it doesn’t have to encompass all the interests of both parties. Even in a labor–management dispute over compensation, the two sides can succeed in forging a partnership based on common objectives to resolve their dilemma.
After the partners have determined the scope of the partnership, they must communicate quickly and often to make sure both sides understand the limits of the partnership. My friend Larry works for an airline that recently offered its employees stock in the airline in exchange for pay cuts. The company broadcast its offer through the media—emphasizing the opportunity for employees to own the airline, just as management does with its stock ownership program. But Larry discovered he did not have the same benefits and privileges the managers had; while managers fly for free, the union employees pay a nominal fee for their passes. Larry resents the fact that while he takes stock instead of dollars, just like management, he doesn’t enjoy the same treatment. The managers’ free seats undermine the credibility of the public relations campaign aimed at building employee morale.