Negotiations

RE Carla’s “… Really, Really Simplistic Fictional Case:”

The organization described in this scenario is almost certainly headed for a bad place. This is not because the union has forced management to be “reckless.” It is because there is no true meeting of the minds. I have never seen anything good come of a settlement that is the result of one side caving in rather than both sides reaching agreement.

Having said that, I believe that it is healthy and normal for musicians to advocate for the art. It is also normal to have a bit of tension around two key organizational objectives – artistic excellence and financial stability – that in the short term appear to be in conflict. In the mid to long term these two objectives actually complement each other. Orchestras do not become great through cost control. They become great by carrying forward projects that are artistically important and exciting. Donors and audience members are attracted to organizations that are presenting outstanding concerts to an engaged community.

The management in the Simplistic Fictional Case needs to learn to let the artistic vision drive the “business” decisions. The musicians, in turn, must become sophisticated participants in their organizations. They must learn to understand the orchestra’s financial pressures and external challenges so that they come to the table as stakeholders rather than as adversaries. In a healthy, well-functioning organization management will be driven by the music and the musicians will take responsibility for the long term health of their orchestra. Again, this state of grace will not be achieved through formal negotiations alone. The parties must communicate with each other and work together throughout the term of the agreement.