Professor Gavin Kennedy BA, MSc, PhD, FCInstM


In the case of negotiation education and training in the UK there is a direct link between the approach adopted in this text and some autobiographical data about how the author became interested in the subject.

In 1969, shortly after graduating in economics and while teaching young managers on the part-time Diploma in Management Studies programme in a polytechnic near London, I was invited to visit the Shell-Haven Refinery on the Thames Estuary for a briefing on Shell’s innovative attempts to secure a productivity deal with several unions representing the skilled maintenance workforce. These were the years of the then Labour government’s (ultimately futile) laws that allowed pay rises only for productivity improvements. Managements across the UK at the time were accumulating experience on how to improve on the minimum standards set by the government’s productivity criteria, and unions were similarly learning how to maximise their opportunities for pay increases.


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