A Heuristic Model of Collaboration within Labor-Management Relations: Part II, The Indianapolis Experience

Barry M. Rubin and Richard S. Rubin

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DOI: 10.2190/NG5M-220Y-Y3E1-YYEX

Abstract

The failure to consider the collective bargaining relationship already established between labor and management constitutes a major deficiency in the research on collaboration, especially since labor unions are likely to play a significant role in organizational reform. The purpose of this research was to analyze the successful labor-management reform initiative in the City of Indianapolis using a model of collaboration developed by the authors and described in an earlier issue of this journal. The success of the Indianapolis joint labor-management partnership is currently the envy of many other cities, both in the United States and abroad. This research concludes, among other things, that the success of collaboration is closely linked with the success of the collective bargaining relationship.

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