Gov’t and unions must return to the principles of strategic negotiations

THE EDITOR, Madam:

As someone who has spent years in the trenches of the Labour Movement, I have always taken a big picture, future-oriented approach to negotiations, with the goal of achieving win-win outcomes. Watching the current round of public sector wage negotiations unfold, it is clear that strategic negotiation acumen is lacking on both sides of the table.

Strategic negotiations differ from short-term, transactional, reactive bargaining. They are long-term, relational and proactive. During my tenure as JCSA President, I negotiated across from two astute strategic negotiators – Dr. Peter Phillips earlier on, and Dr. Nigel Clarke in later years. Despite the economic crises we faced, we were able to pursue solutions that required sacrifice but yielded mutually beneficial outcomes because our approach was strategic.

Such negotiations share core characteristics. They are future-oriented, treating each round of bargaining as part of a broader national picture and ensuring agreements support long-term stability and growth. They are highly prepared, grounded in extensive research and the sharing of information among stakeholders – often facilitated through bodies such as the Public Sector Monitoring Committee. They are relationship-driven, emphasising trust, open communication, and regular informal dialogue.

They also require emotional intelligence, including empathy, self-awareness, and the ability to bridge cultural differences. For instance, Dr. Clarke, coming from the private sector, had to deepen his understanding of public-sector realities to build the rapport necessary for meaningful dialogue. Finally, they are agile and creative, able to break deadlocks and pivot in response to changing circumstances while keeping the core purpose in sight.

In our time, disagreements were normal, but we seldom negotiated in the public domain. Communication channels remained open, and we were willing to meet at a moment’s notice using any available medium.

Today, however, the “why” behind the negotiations appears lost. Communication between the Ministry of Finance and public sector unions is reportedly poor. Announcements and circulars are issued without sufficient engagement, sometimes affecting matters under active negotiation. Union leaders, frustrated by this “cold shoulder,” have turned to talk shows to vent – gestures that may energise their base but do little to advance resolution for members who are now a year out of contract.

Both the Government and the unions must return to the principles of strategic negotiations. Without this shift, they risk eroding the hard-won progress necessary for a productive public sector capable of delivering the quality services critical to Jamaica’s national vision: to be the place of choice to live, work, raise families and do business.

O’NEIL W. GRANT

Industrial Relations Strategist

Past President of the JCSA