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AT&T’s Settlement with Union Workers:
A Review of Distribute Bargaining Negotiation

Jeff Chon
HRM595, Course Final
Keller Graduate School
Prof. Yeung
Aug. 2, 2012

Introduction
The negotiation between AT&T management and the labor union representatives showed clear distribute bargaining techniques. The framing, and various negotiation styles and techniques, changed constantly throughout the many months and the resistance and target points for each parties had to change in order for a mutually beneficial settlement.
One particular negotiation made news. AT&T Wireless, one of the largest mobile telecomm companies locked itself in a hotly debated negotiation internally with its labor union force. The labor union workers make up over half of the entire AT&T employee population. So it was crucial for AT&T to negotiate an effective and lasting settlement with its work force. However, it became clear either parties were willing to budge on their resistance and target points. It turned into a classic win/lose distribute bargaining negotiation and AT&T came out firing. When the labor union workers threatened to walk out for a strike, AT&T management responded with equal force by training its full time employees as replacements for the striking union workers. Project managers and software engineers were now training to be customer care reps and fiber cable technicians. Full time AT&T employees flew down to places like California and Atlanta to wear the hats of a customer service rep or cable technicians for services like AT&T’s U-Verse.
Actual Negotiation Tactics The actual Negotiation Tactics used by both sides are clearly distributive bargaining. Each side claimed they were bargaining in good faith, and wanted a fair and balanced settlement. However, as negotiations continued, it is quite clear by examining each

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