The New Paradigm in Policing: Contracting, Shared Services and Consolidation.

Presented byIllinois Criminal Justice Information Authority

November 29, 2011

Public Sector Unions: Strategies when making significant organizational change

Michael Polzin, Ed.D., Associate Professor

School of Human Resources and Labor Relations

Michigan State University

Overview of presentation

• Characteristics of unions• Causes of resistance• Engaging the union in a collaborative

process• Collective bargaining issues• How to address CB issues• Notes on successful union-management

change

Characteristics of unions

• Tend to be re-active and pragmatic• Protective of members’ interests and well-being

– Seek to balance efficiency, equity, and voice• Don’t like being blind-sided• Have knowledge and insights that can only be gained from

experience• Much of knowledge is tacit – i.e. unarticulated• Collective bargaining agreement is “sacred”• Willing to change but resist “being changed”• Have knowledge, skills, and attitudes that are vital to successful

change• Have seen many changes come and go• Resistance is not uncommon• Trust has to be earned

Causes of resistance• Lack of understanding of the problem or need, as well as its importance• Absence of union involvement in the design process• Concern that the collective bargaining agreement and process will be

undermined– Increase in work responsibilities– Reduction in pay and benefits– Gutting of seniority provisions

• Antithetical to goals and values of the organization• Perception that there are few or no upside opportunities• Fear a reduction in autonomy and security, including job security• Perception that needs/concerns are not being heard or taken into

consideration• Absence of transparency in the process• Lack of data to support change; lack of metrics with which to measure

success• Use of a FORCING rather than FOSTERING process

Engaging the union(s) in a collaborative process

• Exploring stage

• Planning and designing stage

• Implementing stage

Exploring stage• Build a foundation: clarify the questions that the change is

intended to answer– What is the problem that is being addressed?– What are the goals and intended outcomes?– Why is this necessary or desired?– Begin with questions, not with answers/proposals

• Identify the key stakeholder interests– What concerns need to be addressed for ANY plan to

achieve widespread support?• Scan of the current environment in terms of strengths,

weaknesses, opportunities and threats (SWOT)

Exploring stage - continued

• What is to be gained by going forward together?

• How will decisions be made and by whom?• Review practices employed in other

locations• Review the research on consolidation,

contracting and shared services– effectiveness – problems encountered

Planning and designing stage

• Identify options that might address needs and concerns– Build on strengths; shore up weaknesses

• Evaluate options against interests and constraints

• Consider intended and unintended consequences

• Develop a plan

Planning & designing --continued

• Solidify commitment and support for the plan

• Jointly communicate plan to constituents• Provide education and training where

needed• Integrate with other initiatives• Establish metrics to evaluate – criteria for

success

Implementing stage

• Trial period or “both feet in”?• Establish a mechanism for evaluating and

making adjustments• Monitor and evaluate the process and

outcomes• Jointly problem solve when issues arise

Collective bargaining issues include:

• Employment security• Training• Compensation• Promotions and

transfer• Seniority rights

• Scheduling• Contracting• Staffing levels• Overtime• Shift rotation• Vacation and paid

leave scheduling

Addressing CB issuesusing a collaborative process

• State the problem or issue• Identify the stakeholders• Identify and record stakeholder interests• Generate options• Evaluate options• Craft a solution

What is different about an interest based approach?

• It begins with questions, not answers• It seeks consensus, not compromise• It involves all key stakeholders• It uses data to understand problems and

issues, not simply anecdotes• It makes decisions based on data• It follows a structured process

A union-management view of successful & unsuccessful change

Successful• Use of data• Built on honesty and trust• Involvement of those affected• Learn from the past & utilize

feedback• Consistent with other goals• Flexible implementation process• Incorporated follow-up plans• Utilized a joint labor-management

process• Sufficient time & patience provided(Source: Polzin and Yantovsky, Report on the 1st National Joint Union-

Management Executive Symposium , U.S. Department of Justice, Office of Community Oriented Policing Services (2009),

Unsuccessful• “Flavor of the month”• Failure to involve those affected• Resources to support change

not provided• Poorly thought out• Insufficient will• Fear & resistance not addressed• Failure to achieve buy-in from

those affected• Bad timing• No or poor communication