AN
EXCERPT FROM THE LABOUR RELATIONS BOARD WEBSITE DETAILING NOTED SUCCESS
STORIES - IN THIS CASE KEN WAS BROUGHT IN TO MANAGE THE VILLAGE ON AN
INTERIM BASIS AND TO INITIATE A SOLUTION TO THE UNION - MANAGEMENT IMPASSE
.....
CASE STUDY #4 - April 2005
Village of Warfield and CUPE Local 2087
In the summer of 2004 the Union sought the assistance
of an LRB mediator to assist in resolving outstanding collective agreement
issues. Job security was a key issue between the parties with the Union
seeking prohibitions on contracting out work of the bargaining unit.
Although the Union had been certified since 1955, the
collective agreement was silent on the issue of contracting out. The
obvious question was why had contracting out become a strike issue some
49 years later, particularly that there were only two regular staff
members in the bargaining unit. During mediation it became apparent
that the relationship between management and the bargaining unit was
severely impaired. A lack of mutual respect and trust characterized
the relationship, and as a result, assumptions and impaired communication
led to fear of the unknown. Consequently, the Union sought to protect
itself with restrictive language in the collective agreement. In turn,
the Employer questioned the Union's motives and was reluctant to lock
itself into such restrictive language.
The fact that Warfield is a small community providing
for frequent interaction between politicians, staff and community members
added another layer of complexity to an already charged situation. As
a result, the parties agreed to the mediator's recommendation to examine
the root conflict rather than simply treating the symptoms. Accordingly,
the parties agreed to a one year roll over of the terms of the collective
agreement with no contracting out of service during that time period.
The purpose of this deferral was to allow the parties to make individual
and collective efforts to improve the relationship with the assistance
of the LRB.
During that one-year period the Union and the Employer
undertook several initiatives to effect a change in the state of the
relationship. Specific action steps developed by the parties through
an Relationship by Objective Program, a change in management personnel,
and a heightened awareness on the part of all parties concerned with
the importance of working and maintaining a good working relationship
have made a dramatic difference in current working relationships.
The
interim Village manager, Ken Wiesner, attributes much of the change
to a key concept found in Stephen Covey's book "Seven
habits of highly effective people". By seeking to understand others
we increase opportunities to be understood ourselves. According to
Wiesner,
inclusion and active listening provide a strong foundation for greater
teamwork. In February of this year the parties confirmed this new approach
in a joint press release announcing ratification of a new two year
Collective
Agreement. In the release Wiesner indicated Council was pleased with
the positive tone during negotiations. CUPE Local 2087 President, Jean
Poole commented that the Warfield Council demonstrated their committed
support of their workforce in the face of much turmoil in the Public
Sector bargaining environment.