"This article discusses the potential role of deliberation as an alternative to bargaining in industrial relations. This is carried out through the examination of a case study of a working group designed to formulate mechanisms to encourage workplace financial participation in the Republic of Ireland. It suggests that a specific set of circumstances are required for effective deliberation and that the reality of achieving these in industrial relations contexts is unlikely. In particular, the inability of parties to take an impartial stance hinders them from taking a more detached perspective. In conclusion, the article questions the usefulness of the deliberation concept in industrial relations."

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