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The article discusses collective bargaining and the human relations approach to management, with an example from the tractor industry in the United States. Collective bargaining is the basic relationship between labor and management--not cooperative programs, which require commonly-held values and objectives to create and maintain a labor-management collaboration. Wages are more important than psychological rewards when negotiating an agreement and the company's profitability should be worked into a collective bargaining agreement as the responsibility of both management and labor. Topics include the issue of fair wages, communication between negotiating parties, management's opposition to cooperative production programs because it would lead to labor's participation in decisions, and suggestions for a stronger negotiation process.