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

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. This research analyzes the successful labor-management initiative in the City of Indianapolis using a model of collaboration previously developed. The success of the Indianapolis joint labor-management partnership is currently the envy of many other cities, both in the US and abroad. This research concludes, among other things, that the success of collaboration is closely linked with the success of the collective bargaining relationship.