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  3. There was a time when negotiation between management and labor followed a predictable pattern. With a wink and a smile on the fa

There was a time when negotiation between management and labor followed a predictable pattern. With a wink and a smile on the fa

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问题     There was a time when negotiation between management and labor followed a predictable pattern. With a wink and a smile on the factory floor, aggrieved unionized workers would go on strike and hand over a list of choke-the-company demands. With mock horror, management would deliver a meager pay rise and cite the difficult business climate as a reason for not being more generous. The two sides would then painfully hammer out a deal with mutual concessions, presumably in a smoke-filled room.
    But the workplace has evolved to meet the standards of a global economy, with its accompanying competition, mergers, acquisitions and international labor force: in the United States, at least, the strike - threaten-hammer model has been recognized as unduly painful and counterproductive. The two-tier hierarchy of management and labor has given way to a maze of responsibilities and relationships, all of which bring the interests of both sides closer together than ever before. Add to this the fierce international competition for jobs, and the diminishing influence of unions, the need for a new approach to solving labor disputes and navigating contract relations becomes obvious.
    The mutual-gains approach to negotiation speaks to this need — something Joel Cutcher-Gershenfeld, the project co-director of Harvard University Law School’s Program on Negotiation, calls "inter-space bargaining" It demands that the two sides leave behind conventional notions of winning and losing, and focus instead on their shared stake in the success of the company. "When people start to examine the underlying interests, it becomes easier to generate numerous options to satisfy those interests," suggests Mr. Cutcher-Gershenfeld. In order to help companies discover these shared interests, PON offers a series of two-day seminars four times a year, in which employers, employees and others come together to receive specialized training in collective bargaining. The course, "Negotiating Labor Agreements", is admired by unions and corporate leaders alike for teaching its 125 to 145 participants how to think beyond the bargaining box.
    Harvard University faculty and other management scholars engage participants with simulated exercises and realistic negotiating examples. The aim is to whittle away the familiar positions that come between the two sides, and to train them to brainstorm new solutions together. Now five years old, this program’s most notable contribution to the field of collective bargaining is to bring management and labor into the same seminar, to learn the same strategies at the same time.
    The School of Industrial and Labor Relations at Cornell University in New York state also offers a two-day seminar on "Mutual Gains Negotiations; Win-Win Bargaining", which follows similarly innovative lines for resolving labor disputes. The ILR caters on management and labor separately, the program incorporates new interest-based strategies for bargaining. Part of its appeal among managers is its certificate program, which encourages negotiators to attend every one of its workshops in order to qualify for a Collective Bargaining Studies Certificate.
The Collective Bargaining Studies Certificates will be issued to those who______.
选项 A、excel in their bargaining performances simulated negotiations
B、show a genuine interest in the bargaining strategies taught in the seminars
C、never fail to be present at each workshop during the process of the whole course
D、always think Win-Win in their negotiation with their counterparts
答案C
解析 细节题。最后一段，颁发证书目的在于奖励全勤者。这和C项一致。
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