Abstract
Purpose. The purpose of this study was to describe and compare the management practices of districts which have attained successful contract resolution through the use of either limited or continuous collaborative decision making processes as a part of non-traditional negotiation practices. Research methodology. Individual interview surveys were utilized with four interviewees from five limited collaborative and five continuous collaborative school districts in the State of California. The population consisted of superintendents and/or their designees, board members, site level administrators, and teacher union representatives. Findings. (1) Both types of districts reported the major factor leading them to move from traditional to non-traditional negotiation practices was adversarial relations between management and the teachers, with a secondary factor being the influence of a new superintendent. (2) Elements common to both groups were: use of collaborative processes and consensus building strategies; and the inclusion of different key players, such as the superintendent or board members. (3) Continuous collaborative districts instituted additional types of ongoing interactive activities of a context other than negotiations beyond the formation of joint committees. (4) There was a dramatic increase in the number of problem solving approaches used by both types of districts following the implementation of the new collaborative process. Discussion. (1) Certain conditions, including pre-negotiation activities and training options, need to be in place for a district to move successfully from a traditional to a non-traditional negotiating approach. (2) Districts moving to a continuous collaborative process are scheduling additional types of ongoing interactive activities. (3) Continuous districts are developing mechanisms for dealing with situations before they become problems. (4) Management/labor relationships are being viewed more positively as a result of the collaborative processes. Recommendations. (1) Districts should consider moving to continuous collaborative decision making processes as a part of non-traditional negotiation practices. (2) Districts should consider the development of skills and experiences with other collaborative activities before using them in the contract negotiation process. (3) Further study should be conducted to identify steps in a district's movement from limited to continuous collaborative processes.