In 1991-92, there were two strikes at community colleges in Illinois. Interviews were conducted with representatives of the faculty unions and management at both colleges, regarding the relationship between negotiation processes and strikes. Study findings included the following: (1) both management and union spokespersons felt that strikes represented a failure in negotiation processes; (2) respondents seemed to agree that neither negotiating team will settle until it understands the realities of what are important for the other; (3) the role of the chief spokesperson, methods by which negotiation teams are selected, and team composition differ significantly between union and management; and (4) generally, the union invests more time and persons in preparing for negotiations, involving subcommittees and professional field consultants; management does not invest time and resources in preparing. Based on the interviews, it was recommended that trustees (if they are involved in the negotiations) let the chief spokesperson do the talking, rather than sending mixed messages; that trustees and administrators spend the time to understand fully the union's proposals; and that management bring its own proposals to the table. In addition, it was recommended that a strong working relationship be developed before negotiations get underway; that accurate notes be taken; and management that management's chief spokesperson be sensitive to the double-duty being performed by the union spokesperson. (JMC)