I’ve worked with many organizations to implement what I call interest-based problem solving. One such client was the Waldorf Corporation, headquartered in St. Paul, Minnesota. This company makes packaging for huge corporate clients, from Land O’Lakes to Legos, from 3M to Hormel. They recycle paper products and work with governments around the globe in wastepaper recycling efforts.

Dedicated to forging partnerships with clients the world over, management has also formed partnerships with four unions in an effort to foster win-win relationships. Their interest-based activities have focused on prioritizing and then finding ways to satisfy the interests of each side.

The interest-based approach was used with the Dairyland Power Cooperative in Wisconsin in 1995 to negotiate agreements between unions and the company management. In this case the goal was to transform the mission statement originally approved by the labor/management committee in 1992 into a reality. Essentially both sides were bound by an agreement to use “interest-based bargaining/ consensus” guidelines to resolve grievances, make decisions, and find the best solutions.