Req 4 — Bargaining Models

Two Ways to Sit at the Table

In Requirement 3, you learned the mechanics of how labor and management interact. Now it is time to look at the philosophy behind those interactions. There are two fundamentally different approaches to how labor and management can relate to each other: the adversarial model and the cooperative model.

Neither model is automatically “right” or “wrong.” Both have been used throughout American labor history, and understanding them helps you see why some workplaces have smoother labor relations than others.

The Adversarial Model

The adversarial model treats labor and management as opponents with conflicting interests. In this view, what is good for one side is often bad for the other:

• If workers get higher wages, the company’s profits go down.
• If management cuts costs, workers may lose benefits or jobs.
• Every negotiation is a battle, and each side tries to win as much as possible.

In the adversarial model, unions and management approach the bargaining table the way opposing lawyers approach a courtroom. Each side presents its case, pushes hard for its position, and gives ground only when forced to. Trust is low, and the contract is seen as a truce — a temporary agreement that holds until the next round of negotiations.

Characteristics of the adversarial approach:

• Each side views the other with suspicion
• Information is guarded — neither side wants to reveal too much
• Negotiations are tense and can drag on for months
• Strikes, lockouts, and grievances are more common
• The contract is highly detailed to prevent either side from taking advantage
• “Us vs. them” mentality

The Cooperative-Bargaining Model

The cooperative model starts from a different assumption: labor and management share a common interest in the success of the business. If the company does well, workers benefit through job security, better wages, and growth opportunities. If workers are treated well, they are more productive, which helps the company succeed.

In this model, unions and management work together to solve problems rather than fighting over a fixed pie. They share information openly, look for solutions that benefit both sides, and try to build a long-term relationship based on trust.

Characteristics of the cooperative approach:

• Both sides see shared goals and mutual interests
• Information is shared openly to make better decisions together
• Problem-solving replaces positional bargaining
• Joint committees address issues like safety, training, and productivity
• Conflicts are resolved through dialogue rather than escalation
• “We’re in this together” mentality

Comparing the Two Models

Why Both Models Exist

You might wonder: if cooperation sounds better, why does the adversarial model still exist? There are real reasons:

• History: For decades, many employers fought unions aggressively — firing organizers, hiring strikebreakers, and refusing to negotiate in good faith. Workers learned to be cautious and to protect their gains through tough bargaining.
• Power imbalance: If management has significantly more power than labor, cooperation can turn into one side simply giving in. The adversarial approach ensures that workers push hard for their interests.
• Accountability: Detailed, hard-fought contracts leave less room for misunderstanding or manipulation.

On the other hand, the cooperative model has gained ground because:

• Global competition has pushed companies and unions to find ways to be more efficient together.
• Workers want a voice beyond just wages — they want input on how work is organized, how problems are solved, and how the company is run.
• Mutual success is more sustainable than constant conflict.

The Reality: It’s Usually a Mix

Most labor-management relationships are not purely adversarial or purely cooperative. They fall somewhere on a spectrum and can shift over time. A company and a union might cooperate day-to-day on safety and training, but take a more adversarial stance when it comes time to negotiate wages. A relationship that was once hostile can become cooperative if both sides make an effort — and vice versa.

The key insight is that the choice of approach matters. How labor and management decide to relate to each other shapes everything from workplace culture to the local economy.

From Theory to History

Now that you understand how unions work and the different philosophies behind labor-management relations, it is time to look at the larger story — the history of the American labor movement and the milestones that brought us to where we are today.