Abstract
This chapter describes three interventions performed by one or more of the authors, in order to simultaneously build trust and negotiate substantial deals between management of organizations vis-à-vis employee representatives in their role as works council members. The first intervention case was aimed at restoring trust between management and works council, who experienced various conflicts of interests. The second case aimed at reinforcing trust between management and works council that was still fragile. In the third case, we used trust-reassuring methods to enable an innovative bargaining agreement between management and works council. The three interventions show that by addressing trust issues explicitly, using work methods that help parties express themselves in safe and transparent ways, management and works councils are able to negotiate integrative agreements. Social innovation is then likely to result, due to agreeing on and implementing practices that help organizations as well as their employees to develop optimally.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Bibliography
Biddle, B. J. (1986). Recent development in role theory. Annual Review of Sociology, 12, 67–92.
Bushe, G. R. (2011). Appreciative inquiry: Theory and critique. In D. Boje, B. Burnes, & J. Hassard (Eds.), The Routledge companion to organizational change (pp. 87–103). Oxford: Routledge.
Coghlan, D. (2011). Action research: exploring perspectives on a philosophy of practical knowing. The Academy of Management Annals, 5, 53–87.
Crowe, E., & Higgins, E. T. (1997). Regulatory focus and strategic inclinations: Promotion and prevention in decision-making. Organizational Behavior and Human Decision Processes, 69(2), 117–132.
Fisher, R., & Ury, W. (2014). Getting past no: Negotiating with difficult people. London: Random House.
Jehn, K. A., & Mannix, E. A. (2001). The dynamic nature of conflict: A longitudinal study of intragroup conflict and group performance. Academy of Management Journal, 44(2), 238–251.
Lewin, K. (1946). Action research and minority problems. Journal of Social Issues, 2(4), 34-46.
Nauta, A., & Blokland, K. (2007). Sociale innovatie, kern van HRM. [Social innovation, core of HRM.] Tijdschrift voor HRM, 10, 55–71.
Pruitt, D. G. (1981). Negotiation behavior. New York: Academic Press.
Van der Heijden, P. F., Grapperhaus, F. B. J., Heerma van Voss, G., Timmerman, L., & Verhulp, E. (2012). Medezeggenschap: ontwikkelingen in de 21e eeuw. [Employee participation: Developments in the 21st century]. The Hague: SER.
Author information
Authors and Affiliations
Corresponding author
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2016 Springer International Publishing Switzerland
About this chapter
Cite this chapter
Nauta, A., van de Ven, C., Strating, H. (2016). Interventions for Building Trust and Negotiating Integrative Agreements Between Management and Works Council. In: Elgoibar, P., Euwema, M., Munduate, L. (eds) Building Trust and Constructive Conflict Management in Organizations. Industrial Relations & Conflict Management. Springer, Cham. https://doi.org/10.1007/978-3-319-31475-4_7
Download citation
DOI: https://doi.org/10.1007/978-3-319-31475-4_7
Published:
Publisher Name: Springer, Cham
Print ISBN: 978-3-319-31473-0
Online ISBN: 978-3-319-31475-4
eBook Packages: Behavioral Science and PsychologyBehavioral Science and Psychology (R0)