Institutionalization of a process that would improve the effectiveness
of managers in negotiating the organizational interest would be an op-
erational breakthrough. To be involved in promoting and crafting such
a breakthrough is heady stuff indeed; perhaps even worthy of recog-
nition as a management guru. I feel, therefore, the need to revisit ef-
fective negotiation to examine how the management tool it provides can
be honed to serve organizational rather than personal interests. I believe
that it can and that I can demonstrate how the effective-negotiation
system can be blended into management process to produce enhanced
organizational results. My goal is to influence the management com-
munity to institutionalize effective negotiation as a technical managerial
skill and the basic operational process of management.

I was encouraged in this undertaking because my effective-negotiation
approach is based on dialogue management and control which is most
compatible with the involvement of the manager in his daily dialogues
with supervisors, peers, and subordinates. Furthermore, effective-ne-
gotiation's approach to the reality of the bargaining in organizational
process ⁷ reveals the structural changes that can be made to ensure that
intraorganizational bargaining serves the organizational interest. In
short, I believe that effective negotiation has the potential to be the
missing operational link for the concept of the bargaining manager com-
mitted to the interests of his organization.

I was further encouraged by my wife, Oneida, who as a good partner
was ready to take her place at the word processor and endure again the
endless revisions and other demands of the spousal pursuit of creativity.
My twin sons Kevin and Keith, managers in the private sector, were
most encouraging in their roles as aiders and abetters and sounding
boards. Even their love of father showed some fatigue when the brain-
storming sessions by telephone strained both ear and rear. As we wearily
approached the finish line, Kevin seemed to have the most stamina and
kick power. My daughter Karen contributed the availability of her man-
ager-husband, Allen, who generously shared his knowledge and ex-
perience concerning government operations. Allen served as an excellent
advisor; he was not reluctant to explore the limits of a dutiful son-in-
law's right to disagree. His counsel enabled me to leaven my enthusiasm
for the bargaining-manager concept with the practical difficulty of gain-
ing its acceptance and institutionalization.

In identifying and acknowledging my supporting cast, I realize that
any errors or shortfalls in the product of our efforts cannot be attributed
to them. As I have not been able to find a credibly suitable scapegoat
for this purpose, I must conclude with the traditional acceptance of
full responsibility for the accuracy and quality of the work that follows.

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