Disagreeing Positively vs. Positively Disagreeing

By Eric Nederlof, Solidarity Program and Support Local Manager

In my previous blog I wrote about how the Christian character and values of CLAC form a particular culture that we try to use to positively impact the workplaces we serve.

I used the analogy of a marriage counsellor versus a divorce attorney to contrast the different approaches that can be taken in labour relations. CLAC’s aim is to help restore the labour management relationship, like how a counsellor works to restore a marriage relationship. Unfortunately, even though CLAC has been around for more than 70 years, many workers are unaware that a union that believes in positive labour relations exists. Instead, they end up with the divorce attorney type of union that views the relationship as a fight for rights and power and condemns the relationship to a strictly transactional one, dissolving any positive, personal relationships between workers and managers.

A union is often called on by workers to assist them after there has been a breakdown in the relationship between management and employees. Sometimes the relationship is heavily dysfunctional with chronic symptoms of strife. Other times, it may be a new and rare episode of miscommunication or fundamental disagreement has caused the relationship to suddenly go off the rails and workers call on a union for help.

Generally, the catalyst, regardless of the actual labour relations issue, involves management making a unilateral decision or exercising its rights and power on an issue(s) that workers have a strong, alternative opinion on.

This could be a one-time action on an important and sensitive concern, or it can occur over a series of issues. Regardless, the more often a unilateral decision-making process is employed, or the more important the issue at hand is, or the more often unfavourable decisions are made even when consultation is included, the more damage is done to the relationship and the more likely employees will feel compelled to act.

CLAC works in this sphere to build a positive work culture through cooperative labour relations practices.

Cooperative labour relations is more complex and requires deeper communication between the parties than a traditional positional or rights-based model.

For cooperative labour relations to succeed, the parties must be serious about engaging in dialogue, listening to various viewpoints, engaging in constructive disagreement, and aiming for consensus.

Constructive disagreement starts with the recognition of, and respect for, the dignity and worth of the person we are opposing as well as thoughtful reflection on your own aims and desires.

If everyone involved comes to the table with civility, defined as “claiming and caring for one’s identity, needs, and beliefs without degrading someone else’s in the process,” it will allow for constructive dialogue to get past the point of disagreement.

When an employer understands that the success of their enterprise is significantly tied to the satisfaction of their employees—even in difficult situations—and is willing to make difficult and sometimes sacrificial decisions, progress will be made.

The CLAC model works because it presents a cohesive voice of employee concerns in a constructive and disarming manner and brings management and employees together to work on creating positive, win-win solutions to problems while maintaining an atmosphere of goodwill, even when the parties respectfully disagree.

In the long term this leads to organizational success, creating a happier workforce and a more productive workplace along the way.

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