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an important building block for the development of partnership and mutuality at the workplace, in contrast to the more unitaristic approaches - exemplified in so called 'sweet-heart' deals - that deny differences of interest and hence compromise the position of unions.

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The findings also suggest that MSF representatives are engaging with concerns relating to the management of change: or, as a MSF representative from the Chemical sector put it, 'issues must be faced'. 40 percent of representatives responded that employment security should be dependent upon the development of greater flexibility, with just under a quarter of respondents disagreeing with this statement. In addition, just under half of the sample reported that training and development are regarded as non-conflictual issues between unions and management at their organisation, with just 27 percent of respondents stating that this was not the case. So, in theory, the possibility of facilitating a deeper role for unions in the development of skills and qualifications is likely to be supported. At a more practical level, positive levels of involvement are visible in relation to the development of business issues. Respondents were more likely to agree (46 percent) than disagree (29 percent) that the business goals of their organisation are clearly explained to the union and its members.

Similarly, 55 percent of respondents claimed that the union was afforded the opportunity to express their members' views on key business issues, compared to 30 percent who felt that this was not the case. The flow of information from management to union may however affect the traditional methods of communication between the union and its membership. Two-thirds of MSF representatives agreed with the statement that 'unions may have to accept conditions of confidentiality on certain issues and manage their membership communications in new ways'. As the follow quote explains, such an approach can, in certain circumstance, prove problematic:

In recent times MSF reps have under the idea of confidentiality worked on projects of releasing various work projects to other sites and sub-contractors. The management then claim union approval to loss of work and jobs. If these projects had been open the concerns of the results of these projects would have stopped the union being tarnished. (MSF representative: Aerospace)

Whilst these findings provide some tentative support for the TUC's 6 principles, the evidence on the underpinning conditions for partnership is less positive. Thus, even though MSF members have had some input and exposure to the development of organisational goals, it is clear that this information sharing is rather limited and one directional. MSF representatives were far more likely to disagree (47 percent) than agree (33 percent) with the statement that 'management shares information, and discusses openly, the future plans of the business. Similarly, respondents were generally less (41 percent) rather than more likely (34 percent) to have had the opportunity to jointly develop the business goals of the organisation with management.

The supports for partnership were, however, least visible with regard to working conditions and investments in human capital. Less than a quarter of respondents felt that management