A Final Appraisal of ‘Bridlington’? An Evaluation of TUC Disputes Committee Decisions 1974–1991
: This paper reviews decisions of TUC Disputes Committees from 1974 to 1991. It considers whether the rather different conclusions of studies of earlier periods are still valid and assesses the effectiveness of ‘Bridlington’ in resolving disputes over new issues, in particular ‘single-union deals’. It concludes that there is still a role for a voluntary disputes resolution mechanism of this kind, although recent experience has shown that it has its [imitations. TUC-affiliated unions will therefore lose a useful mechanism for promoting the efficient use of their resources if the 1993 change in the law leads to Bridlington being abandoned.
Strike-free Deals and Pendulum Arbitration
This article analyses the legal and procedural aspects of strike-free deals, focusing in particular on their contractual status, the drafting of their no-strike clauses, and the ‘binding’ nature of their provisions on pendulum arbitration. Drawing on the author's experience as an arbitrator, it is argued that there is considerable diversity within the strike-free format but that in general the similarities between strike-free and conventional procedures are greater than their differences.
The identity and self-perception of artists-managers
Manager’s and artist’s professional identities seem to be opposite, but there are many indications that this understanding is not justified in reality. Despite the contradictions, these two identities can intersect. The paper aims to define the characteristics of the artists-managers’ identity. The object of the study was qualitative research (n = 22) conducted in the form of in-depth interviews with key informants from the international environment. The practical objective was to verify common and contradicted features of the artist’s and the manager’s identities among artists-managers to understand the possibilities of reducing the intra-psychic tensions and ways of fruitful paradoxical thinking among managers and negative consequences for personalities and organizations. The study reveals common characteristics between the artist’s and manager’s identities and describes artists-managers’ identity. Although artists-managers experience diversity between both identities, they do not see them as contrary; they use paradoxical thinking, being experts in using personal seemingly contradictory characteristics to achieve outstanding performance. Acting in paradoxical contexts and focusing on the positive aspects of seemingly contradictory personal qualities, they find nonstandard creative solutions. By trying to understand and implement their self-construction, there is the possibility to reduce the intra-psychic tensions and negative consequences of seemingly opposite identities or goals among individuals in organizations. There is a synergy between the manager’s and artist’s identities. Understanding the nature and attributes of artistic creativity, aesthetic theories and the phenomenon of artist-manager’s identity can be a valuable contribution to the practice of management and organizational life.