In the history of labor relations, the GM strike of 1970 is seen as an important turning point. It established a precedent for next talks in the sector and proved the auto workers' collective negotiating ability. The importance of workers' rights, just remuneration, and job security in labor agreements was highlighted by the strike.

All things considered, the 1970 General Motors strike left a lasting mark on the auto workers' relationship with management, influencing the course of labor talks in the years that followed.

• Initiate Negotiations with Leadership Early and Often.

• Flexible Work Arrangements.

• Focus on Workplace Safety and Health.

• Adaptation to Changing Circumstances.

• Formalize Impact Bargaining Agreements.

• Prioritize Issues for the Workforce Groups Most Affected by the Crisis.

• PREPARING FOR BARGAINING 

  The bargaining committee write down there agenda and aims to achieve.

• CONDUCTING NEGOTIATIONS 

  the bargaining committee go face to face with employer to have best contract possible in set time frame.

• RATIFYING THE CONTRACT  

  Once a tentative agreement has reached bargaining committee let employee vote for that which is known as ratification process

• RESOLVING A CONTRACT DISPUTE.

  If employee do not like any thing in contract further negotiations takes place until dispute has been completely eliminated.

• CHANGING OR CLARIFYING THE CONTRACT.

  If there is any kind of changes in the contract union members are notified right away to cut down any chances of disputes.

  (Hyper links to all the stages added for further reference)

• Distributive Bargaining

  Win-lose negotiations, also known as distributive bargaining, operate under the assumption of a fixed resource pool in which the gains of one party exactly offset the losses of the other. During negotiations, this strategy could result in a less cooperative and more hostile relationship.

• Integrative Bargaining

  Alternatively referred to as cooperative or win-win negotiation, integrative bargaining looks for solutions that benefit both management and labor. It emphasizes cooperative problem-solving that goes beyond financial considerations and builds a cooperative rapport between the parties engaged in negotiations.

• Productivity Bargaining

  The main goals of productivity bargaining are to increase overall performance, productivity, and workplace efficiency. It focuses on topics like training initiatives, technology adoption, and work procedures, all of which are meant to increase competitiveness and productivity in the workplace.

• Composite or Pattern Bargaining

  The process of negotiating a master agreement that creates a framework for subsequently negotiated agreements in the same industry or sector is known as composite or pattern bargaining. The main goal is to promote uniformity by establishing consistency and preventing notable variations in terms and conditions throughout the industry.

• Concessionary Bargaining

  Concessionary bargaining involves one party making concessions or relinquishing specific benefits or rights in response to economic challenges or organizational difficulties. Typically occurring during economic downturns or financial crises, this approach is driven by the necessity to cut costs under increased pressure.