Institutionalization of a process that would improve the effectiveness of managers in negotiating the organizational interest would be an operational breakthrough. To be involved in promoting and crafting such a breakthrough is heady stuff indeed; perhaps even worthy of recognition as a management guru. I feel, therefore, the need to revisit effective 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 community 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-negotiation'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 committed 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 brainstorming 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 manager-husband, Allen, who generously shared his knowledge and experience concerning government operations. Allen served as an excellent advisor; he was not reluctant to explore the limits of a dutiful son-inlaw's right to disagree. His counsel enabled me to leaven my enthusiasm for the bargaining-manager concept with the practical difficulty of gaining 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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