Any understanding that reduces the risk of strike action by employees has to be a good thing, for in such situations there can be no real winner.

The only lengthy strike I was involved in was the seven-week nationwide stoppage by the National Union of Journalists, back in the winter of 1978.

We 'won' in the sense that we forced the Newspaper Society into fairly puny pay rises, which were pretty well cancelled out for the rest of the year by the loss of nearly two months wages.

Managements which wouldn't or couldn't take on the extra cost clawed back the increases by tighter controls on journalists' expense claims, or saved money through natural wastage (not replacing staff who leave) and other measures.

Given that journalists are not as essential as they might think to the production of a newspaper, given copy supply from wire agencies, non-union freelancers and casual correspondence, those hit by the strike continued to publish and earn revenue throughout.

Meanwhile, many of those who found themselves on strike, either by choice or by threat of being blacklisted if they crossed the picket lines, suffered genuine hardships and I know of at least one who lost his home.

So the 'victory' was bitter sweet and spurred on newspaper managements already looking to break the print unions and the NUJ, all of which have since been effectively neutered.

It is to be hoped that the new Memorandum of Understanding between the Bahrain Chamber of Commerce and Industry and the General Federation of Bahrain Trade Unions (GFBTU) paves the way for a mutual code of conduct which encourages conversation rather than conflict.

Most strikes or other protests by disgruntled employees are a result of a breakdown of trust, though there are cases where the blame lies entirely with exploitative employers.

If managements and employees, or their union representatives, distrust each other, then all the guidelines in the world for constructive negotiation will make no difference.

Employers m

ust first embrace the philosophy that the workforce is an asset and that those who help make the company a success deserve a share of the profit cake.

Union leaders also have to understand that the best interests of their members lie in the success of the company and that bringing it to its knees also destroys their futures.

One of the guidelines mapped out under the new MoU is for regular discussion meetings, which will prove invaluable.

For the more honest and open the parties are, or the better they get to know each other, the less chance of conflict.

Both sides must recognise that their futures are inexorably entwined and therefore it is in all their interests to look after each other.

lhorton@gdn.com.bh