The resolution of public sector negotiations impasses by a vote of the electorate is presented as a new solution that is the best available in teachers' union disputes with administration. It puts the accountability in the hands of the people who must live with the decision. (MD)

Describes five tactics that striking teachers use against superintendents and school boards. Notes their effect on administrator resignations and school levy defeats, and lists three ways administrators can build mutual support, including sharing strike experiences, getting professional associations' support, and establishing statewide networks of…

A simulation exercise of a labor-management dispute is used to teach psychology students some of the basics of descriptive statistics. Using comparable data sets generated by the instructor, students work in small groups to develop a statistical presentation that supports their particular position in the dispute. (Author/RM)

Practical, firsthand advice to novices in school public relations positions on what to do and not do if a teachers' strike is expected in their districts. (Author/MLF)

Based on recent bitter experience, this article tells districts how to prepare for a teacher strike. Administrators should assess their public relations program and the strength of their board, know their adversary (the union) and the bargaining process, asssess the management team, and plan strategically. (MLH)

This two-page table charts the range of union activities, their adversarial intent, and possible administrative counterstrategies during a typical teacher strike. Twenty-four activities are covered, from peaceful demonstrations (like picketing), marches, and candlelight vigils, to harassments like nails in tires and telephone threats. (MLH)

School boards need to be prepared to deal with potential disasters. Four districts whose school board presidents dealt with serious emergencies are described. The emergencies included the murder of a superintendent, a flood, a statewide teacher walkout, and the threat of financial collapse. (MD)

Describes Pasco (Washington) School District's resolution of a recent negotiation impasse in their normal "win/win" collective bargaining process. The key was to reestablish the trust, patience, and willingness to listen that had eroded over the years as new participants replaced old hands in the nonadversarial bargaining process. (MLH)

Between February 1985 and July 1986, Great Britain experienced its most widespread, acrimonious, and traumatic teachers' dispute. The persons involved, the activities, and the agreement that ended the dispute are discussed. (MLF)

Offers guidelines for productive negotiation between management and workers, including a role-play exercise designed to improve negotiation skills. (Author/WD)

Offers suggestions for surviving a strike, solving common problems during the strike, and reuniting the school afterwards. (JM)

The adversarial positions fostered by the "win-lose" atmosphere of negotiations can carry into other aspects of the work environment and hamper the problem solving that teachers and supervisors must do together. (Author)

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…

Discusses (1) a Michigan court decision concerning reverse discrimination and voluntary affirmative action policies; (2) the Massachusetts Supreme Court's rejection of the work-to-rule strategy; and (3) an Arkansas law that will allow teachers failing a basic skills and literacy test to be fired only when their state certification expires. (MLF)

In October 1989-October 1991, Mills College (California) faced three crises: an earthquake; a strike over plans to convert to a coeducational institution; and a devastating fire in the area. The college has learned to focus its structural, human, political, and symbolic frames of reference; communicate; plan; consider the public; and develop…