Back in July 2012, the NHL opened negotiations for a new collective-bargaining agreement with an aggressive proposal to reduce players’ percentage of hockey-related revenue from 57% to 43%, among other demands. After waiting a month, the NHLPA put forth an offer that separated player salaries from league revenue, slowing the growth of player salaries, and dividing revenues saved among financially struggling teams. Emotions escalated on both sides of the negotiation.  The league lockout came after the September 15, 2012 expiration date of the parties’ existing contract came and went. Weeks of cancelled games turned into months.  Both parties were extraordinarily angry at one another.  Meetings quickly escalated to shouting matches, and fear was it could  turn physical.  Given the highly emotional nature of the disputing parties what would you recommend doing

Understanding Business
12th Edition
ISBN:9781259929434
Author:William Nickels
Publisher:William Nickels
Chapter1: Taking Risks And Making Profits Within The Dynamic Business Environment
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Back in July 2012, the NHL opened negotiations for a new collective-bargaining agreement with an aggressive proposal to reduce players’ percentage of hockey-related revenue from 57% to 43%, among other demands. After waiting a month, the NHLPA put forth an offer that separated player salaries from league revenue, slowing the growth of player salaries, and dividing revenues saved among financially struggling teams. Emotions escalated on both sides of the negotiation.  The league lockout came after the September 15, 2012 expiration date of the parties’ existing contract came and went. Weeks of cancelled games turned into months.  Both parties were extraordinarily angry at one another.  Meetings quickly escalated to shouting matches, and fear was it could  turn physical.  Given the highly emotional nature of the disputing parties what would you recommend doing

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