Deadlocks are a recurrent feature and hazard of collective bargaining whenever trade unions are strong. Their economic cost to employer, employee and the wider public can be severe. The avoidance and management of deadlocks has, consequently, tended to become highly institutionalised through conflict resolution procedures, which usually have the option of intervention by third parties. This chapter discusses these with a view to providing insights of relevance to the management of multilateral negotiations. The chapter deals first with the avoidance of deadlock. It considers the intra-organizational processes whereby the opposing sides develop their respective positions. It explores the bargaining relationships that may facilitate the reconciliation of these positions. It then goes on to consider techniques for breaking deadlocks when they occur, by the use of third parties for conciliation, mediation and arbitration. While there are some very particular features of collective bargaining, insights from this field nonetheless have considerable relevance for bargaining in multilateral negotiations.

The particular nature of collective bargaining

Collective bargaining is a generic term used when employers involve independent trade unions in managing their relationship with their employees. At one extreme, the degree of involvement may be intense, with few aspects of pay, hours and the organization of work not subject to close joint regulation with trade unions. This was the case thirty years ago in Britain in, for example, the coal, steel and television industries. It remains the case in, for example, the fire service, and some seaports and airlines.