Three case studies are presented to document different approaches to providing the job security which would encourage acceptance of technological changes that could result in productivity improvements. The intent is to assist union and management practitioners in handling similar problems in their own firms. Focus is on the utility of attrition clauses in collective bargaining contracts (clauses that guarantee that no employee will be laid off because of technological change, while reserving management's right not to replace anyone who leaves voluntarily). The first case tells how management and the unions of The New York Times Company devised alleviative measures in the form of attrition clauses which encouraged acceptance of productivity improvements and allowed orderly change to take place. The second is the story of how the United Steelworkers of America and the managers of Tennessee Operations of the Aluminum Company of America (ALCOA) negotiated and implemented an agreement by which the productivity of some 775 maintenance craftsmen was sharply increased without impairing their job security. The third is concerned with how Huntington Alloys, Inc., and Local 40 of the United Steelworkers of America coped with the problem of job security when an individual incentive system was replaced by a Scanlon plan. (JT)