In "The Courage to Collaborate," school turnaround expert Ken Futernick makes the case that collaboration between school management and teacher unions is a necessary condition for educational improvement. The author cites evidence showing that collaboration often leads to increased trust, stronger professional relationships, better…

Reviews present labor statutes and examines three alternatives to current practices; proposes that teaching, by its nature, is not well administered by industrial standards or well adjudicated through industrial unionism. Suggests "professional unionism" as a means of effecting educational reform. (DR)

Criticizes the concept of superintendents functioning as chief negotiators in collective bargaining processes (it endangers the relationship with teachers, and puts an extra burden on the demanding job of a superintendent). Lists five recommendations for hiring outside negotiators. (MD)

Instead of taking an adversarial approach to bargaining, a school district in Palmer, Alaska, now uses collaborative negotiation. Benefits from collaborative bargaining have included shorter contract negotiations and the filing of fewer grievances. Selecting and training the teams is a crucial element for success. (MLF)

Union and school board representatives studied basic negotiating techniques at a five-day workshop. Improved relations and cooperation were the result. (MLF)

Examines "Chicago Teachers Union v. Hudson," a United States Supreme Court decision guaranteeing non-union government workers specific protections of procedural due process that certain educational and teacher unions had failed to recognize. Decries the "Hudson" decision for separating labor law from laws governing the rest of…

Charges that laziness and indifference among some teachers are due to unions and that recent declines in the quality of education are due to unprofessional teachers are unfounded. School board and administrator leadership and responsibility, including higher teacher wages and mutual respect between administration and the teacher union, are needed.…

A training program used successfully in more that 40 school systems consists of an intensive 5-day workshop involving lectures, role-playing exercises, simulated negotiations, and indepth discussions about bargaining issues. (MLF)

While a shift to cooperative employment is happening in some business segments, there is little chance of such a shift taking place in school labor relations. (MD/DCS)

A long-term approach to collective bargaining is presented that involves school administrators and the union working together in a collaborative process of negotiation. In this way the bargaining process works as a series of opportunities for both parties to solve mutual problems. (MD)

Public employers, including school districts, are faced with unionized workers' demanding a larger share of public resources. The formation of regional bargaining associations for employers to counteract union demands is proposed. A case study of a successful association is provided. (MD)

This manual presents a collaborative "situational negotiations" approach to collective bargaining. After a brief introduction, part 1 describes the traditional adversarial bargaining model, using a case study from a medium-sized school district in the state of Washington to illustrate how the aftermath of confrontational bargaining is…

In Toledo, Ohio, teacher union and school system leaders have collaborated on a controversial, but apparently effective, plan to purge the staff of incompetent teachers. It combines rigorous evaluation, training for new teachers, remediation for veteran teachers, and peer review by a corps of highly skilled consulting teachers. (TE)

A review of good faith requirements under meet and confer laws for public sector negotiations raises implications for school district management decisions regarding negotiations. First, it appears that state courts are being influenced by National Labor Relations Board and federal court rulings that pertain to the private sector, causing private…

School improvement cannot be negotiated. In many educational circles, negotiation carries a negative connotation that creates a perception of adversaries, causing trust levels between participants to decline. Decisions made in an atmosphere of adversarial relationships between teacher unions and school boards are not always the productive…