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To have productive conversations and joint actions between traditional adversaries – teachers unions and administrators – there need to be protocols, structure, processes, and incentives in place.
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What structures would help union and management hold difficult conversations and negotiations in a less adversarial, more productive way?
Randi Weingarten
President, United Federation of Teachers, New York City
Ninety percent of this is how you implement it and how you handle the first, second, and third pieces of trouble that come up.
(42 seconds)
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Louise Sundin
Co-Director, Teacher Union Reform Network
You have to have a collaborative process to establish bedrock practices when dealing with changing people's paychecks – not collaboration, but co-ownership.
(2 minutes, 18 seconds)
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Julia Koppich
Education Consultant
Effective collective bargaining is not about substituting "nice" for "nasty."
(43 seconds)
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Adam Urbanski
President, Rochester (NY) Teachers Association
Director,
Teacher Union Reform Network
We need to bring the collective wisdom of teachers to the policy world and change the nature of collective bargaining.
(2 minutes, 38 seconds)
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Adam Urbanski
President, Rochester (NY) Teachers Association
Director,
Teacher Union Reform Network
Play Audio
If it's not about kids, it's collusion; if it is about kids, it's collaboration.
(38 seconds)
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Peter McWalters
Commissioner,
Rhode Island Department of Elementary and
Secondary Education
This state and others need a mechanism that focuses on student results to help labor and management discuss roles and obligations.
(21 seconds)
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Marcia Reback
President,
RI Federation of Teachers and Health Professionals
We are all in the same boat and have the same goals; lobbing bombs is not the way to achieve success.
(30 seconds)
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