Many of the contract proposals with 100 items presented all boil down to only a few at ratification. Wish lists are still commonplace from both sides of the table, but the reality exists that after years of discussion the positions of both parties rarely witness colossal change. Many had hoped that the introduction of a collaborative approach would change the complexion of negotiations. That a friendlier atmosphere would lead to the acceptance of the opposition's desires and a concurrent reduction in the impasse declaration. But once again, the bargaining method has not changed the basic premise that the parties are not prone to abandon long-held positions or beliefs.
Management still wants to manage and employees still want more control and gains in status.
In relation to impasse, the advent of collaborative bargaining has, in fact, exacerbated the process. In positional bargaining there is no doubt when an impasse occurs and the trigger mechanisms are clear and defined. However, in collaborative bargaining, the elements of impasse are clouded in a gossamer haze. Too often the issues are muddled and ill-defined as the collaborative process, creates confusion as to the parties' positions. This creates dysfunction in the mediation process where mediators seek simple and definitive issues where none exist.