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for Interest Based Agreement |
| The legitimacy of the interest-based agreement is dependent on the participation of those who will be affected by it in its creation. Without hearing, considering, and meeting all of the relevant interests, you have the same old coercive agreement that caused problems in the past. |
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(pending) |
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Roger Fisher, William Ury and Bruce Patton, GETTING TO YES: NEGOTIATING AGREEMENT WITHOUT GIVING IN (2d ed.), Houghton Mifflin Co. (1991). The classic text on interest based bargaining. Steve Barber, Navigating the emerging decision making paradigm, JOURNAL FOR QUALITY AND PARTICIPATION (March 1995) at 56. This article presents fundamental principles of the interest based approach and how these principles look in practice. Steve Barber, What do you mean I might be illegitimate? JOURNAL FOR QUALITY AND PARTICIPATION (Jan/Feb 1994) at 40. Many quality and participation initiatives fail due to a lack of legitimacy. Employee-employer relationships are about the process of making authoritative decisons about the application of human resources to information, knowledge, or capital investment. These decisions must be legitimate - reasoned and participatory - in order to be internalized and supported. Process, not structure, is the key to good and lasting change. Stephen R. Covey, Involving people in the problem, JOURNAL FOR QUALITY AND PARTICIPATION (Sept. 1994) at 68. How participation increases the effectiveness of decisions. |