"Interaction Process Analysis was applied to 12 recorded labor-management mediation cases. This was done with the purpose of exploring (a) whether findings obtained in somewhat artificial student ...groups could be replicated in this very different type of group, and (b) whether utilization of the method could be of some help in answering questions of real practical significance in the collective bargaining field. It was found that the extent to which a mediation session went through a hypothesized phase movement was of some validity in indicating the extent to which specific items in dispute between the parties were resolved. Secondly, it was found that ultimate success of the session could be partially predicted from the parties' state of mind when they embarked on the session . . . . Thirdly, it was found that the phase movement occurred generally in our cases."
This is a report of a study of management behavior in three comparable companies. The quantitative and qualitative importance of horizontal relationships (i.e. between manager and manager at roughly ...the same level) is established through interaction process analysis. Further data illustrating that managers in equivalent positions but in different companies take the same stands on various controversial issues are interpreted as indicating that reality problems and dilemmas facing the organization, not only "politics" and information channels, determine management behavior. The nature of these dilemmas and their effect on the intraorganizational balance of power is examined.
