In delicate matters, where a lot of emotion and potentially irrational moves lurk, it is worth using a specific approach to communication – one based on open, empathetic communication aimed at building trust and cooperation between management and trade unions. In this model of relations, the idea is for the parties to be partners rather than opponents, however complicated the disputes may be. One such concept is barrier-free understanding, which involves looking for common interests and common goals and eliminating misunderstandings and conflicts at a very early stage. The key is to create an atmosphere of mutual understanding and readiness to compromise, which supports long-term organisational stability. This requires accepting the other side’s good will and seeing their deeper needs and fears.
In this article you will learn how to apply this concept in negotiations with trade unions using appropriate communication techniques, and you will read sample dialogues that reflect the principles of barrier-free understanding.
What is barrier-free understanding about?
Barrier-free understanding is based on a few basic principles that should guide every conversation between management and trade unions:
Openness and transparency – The parties should communicate their needs and constraints openly and clearly.
Empathy and understanding – It is crucial to listen and try to understand the other side’s perspective, even if the positions differ.
A focus on common goals – Whatever the differences, the parties should identify and pursue common interests.
A fact-based dialogue – All arguments and decisions should be based on reliable information, which builds trust.
Striving for compromise – Barrier-free understanding assumes a readiness to be flexible and to look for solutions that meet the needs of both sides.
What do these principles look like in practice?
To illustrate better how this concept works in practice, we present sample dialogues between management and trade unions in which both sides use barrier-free understanding techniques. Remember that these are only examples – don’t copy them thoughtlessly into specific conversations with trade unions. Using particular phrasing should be preceded by analysis and reflection on what stage of escalation the conflict has reached, and you need to recognise the other side’s emotions. Otherwise the effect may be different from what you expect.
EXAMPLE 1 – Trade unions demand pay rises in the face of the rising cost of living
The trade unions’ message: “Due to the sharp rise in the cost of living, employees expect immediate pay rises of 15%. Current wages do not allow them to support their families at a decent level. We demand that management decide on pay rises that meet these needs as soon as possible.”
Management’s response in the spirit of barrier-free understanding: “We understand that the rising cost of living is a huge burden for our employees. Your position is clear to us. We too want our employees to have decent living and working conditions. At the same time, we have to take into account the company’s current financial situation. We propose that we look together at the budget options and seek a solution that, on the one hand, responds to your needs and, on the other, ensures the company’s financial stability. Can we work out a plan of staged pay rises that are in line with the economic situation and at the same time genuinely improve employees’ situation?”
Management’s response in this example shows that it does not reject the unions’ demands but seeks a compromise. The key elements are: empathy, recognising employees’ real needs and proposing a solution that does not escalate the conflict. Before using such a response, you need to establish what the real financial gap is between employees’ pay and what the market offers.
EXAMPLE 2: Trade unions call for better health and safety conditions
The trade unions’ message: “Safety conditions in some production departments are unacceptable. In many places there is a lack of adequate personal protective equipment, and workers are exposed to danger. We demand that these problems be solved immediately.”
Management’s response in the spirit of barrier-free understanding: “Thank you for drawing our attention to this problem. The safety of our employees is a priority, and we are ready to act immediately to improve health and safety conditions in these areas. We propose that we carry out a joint audit to identify the problems precisely and plan the necessary changes. We want to involve trade union representatives in this process so that we have a full picture of the situation. We want all changes to meet employees’ expectations and health and safety standards. We propose a quick meeting on….. to start working out how we will improve employees’ sense of safety.”
In this response management shows a willingness to act immediately, recognising the seriousness of the problem. An important element is the proposal of a joint audit, which shows commitment to dialogue and an understanding of the unions’ perspective. The response will be different if there is a real hazard in the company that is visible in the workplace accident rate.
EXAMPLE 3: Trade unions demand more flexible working hours
The trade unions’ message: “Many employees are asking for more flexible working hours, especially in the context of family responsibilities. The current system doesn’t allow them to balance work and private life better. We call for the introduction of flexible working hours or the option of remote work.”
Management’s response in the spirit of barrier-free understanding: “We realise how important it is for employees to balance work and private life, especially nowadays. We want to find solutions together with you that allow greater flexibility while maintaining our company’s operational efficiency. We are open to talks about introducing a flexible work schedule and the option of remote work for some departments. We propose setting up a working group to develop different scenarios, taking into account the specifics of the various departments in our company.”
Management’s response shows readiness to talk about change without breaking with the existing rules. An important element is working together on a solution, which gives both sides the feeling that their interests are being taken into account. It is also important to analyse, together with a specialist, all the evidence of inconsistencies in company policy of which management may not be aware.
Barrier-free understanding is not a one-off act of negotiation but an ongoing process of building dialogue based on trust and mutual understanding. An important element of this process is regular communication and monitoring the implementation of agreements, which helps avoid conflicts escalating in the future. Barrier-free understanding is an approach that promotes open, constructive communication between management and trade unions. Instead of confrontation, the parties seek cooperation and common goals. The examples show how appropriate communication techniques, empathy and understanding can reduce tensions and lead to compromises that benefit both sides. Regular meetings, transparency and joint action are the key to building a long-term, stable relationship based on trust.
This art of conducting talks and negotiations requires attentiveness, empathy and sensitivity, which is why it is worth learning it under the watchful eye of a facilitator or mediator. Never automatically use sample statements in the processes you are running. They are responses to a specific situation, which first has to be skilfully diagnosed.
