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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.
According to the text, an "inter-space bargaining" is one that______.
选项 A、emphasizes the liabilities of both management and labor
B、favors the interest of neither the management nor the labor
C、happens within the company meeting rooms
D、requires both management and labor to give away to the other
答案A
解析 猜词题。根据第三段“It demands that the two sides leave behind conventionalnotions of winning and losing，and focus instead on their shared stake in the success ofthe company．”双方置传统的输赢理念于一边，关注双方在公司发展中的共同利益。此外，第三段“The mutual—gains approach to negotiation speaks to this need”双方互利是这种做法的缘由。这和A项双方担任的责任一致。
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