1. Initial IBB Preparations.

2. Preparing with constituents.

3. Opening statements.

4. Identifying issues.

5. Developing a list of standards.

6. Identifying interests on each issue.

7. Identifying options for each issue.

6. Identifying the acceptable option.

8. Accepting the option as a tentative agreement. (Alfano, 1997)

During initial IBB Preparations the parties should choose a facilitators and the sharing of costs should be discussed. A plan should be laid out should an impasse occur and a schedule for meeting should be set as to time, place, and choosing someone to keep the minutes or record of the meetings. A list of standards needs to be developed for evaluation of proposed solutions for elimination of the unacceptable and toward finding the acceptable solution. The development of this list allows for the sharing of beliefs and better understanding each other

IBB Preparation Checklist

1. Employer and Union representatives meet to agree to use IBB.

2. . They meet with their members to inform them about IBB.

3. . They meet to select a facilitator.

4. They each obtain training from their advocacy organizations or from the facilitator if none is available otherwise.

5. They meet with their members to discuss issues for bargaining.

6. . They mutually prepare the statistical data they anticipate they will need.

They select a meeting place, and schedule meeting dates.
8. They arrange for refreshments and meals to be provided at the meeting site.

9. They arrange for two easels, markers, masking tape, and newsprint.

10. They decide who will be responsible for each arrangement.

11. They decide who will be the note takers at the meetings, and who will prepare the tentative agreements for signatures.

12. They decide impasse procedures. (Alfano, 1997)

Conclusion

Collective bargaining, employer-labor relations, mediation and facilitation of resolution are all terms that stand for alternative means of solving problems in today's business environment while staying clear of the traditional confrontational and positional type bargaining in which there is a clear winner and loser. In the bargaining described by this work both sides to the issue are winners creating cohesion among the workforce not possible in the old paradigm of bargaining agreements.

Works Cited;

Alfano, John C. (1997) Maine Labor Relations Board April 1996 Revised: March 28, 1997

Advisory, Conciliation and Arbitration Service, 2000. Annual Report 1999 -- 2000. October.

Addison, J.T., and M.L. Blackburn, 1999. Minimum Wages and Poverty. Industrial and Labor Relations Review. 52 (3), April.

Osterman, P. (1994): How common is workplace transformation and who adopts it?, in Industrial and Labor Relations Review, 47(2), pp. 173-188