This report describes a problem-solving approach to grievance settling and negotiations developed in the Brighton, Michigan, school district and inspired by the book, "Getting To Yes," by Roger Fisher and William Ury. In this approach teachers and administrators come to the table not with fixed positions but with problems both sides want to have solved; hence team members should be trained in problem-solving and positional bargaining. In Brighton, attorneys skilled in conflict management conducted seminars for teachers, administrators, and board members; effective results brought plans for continued training. In the "Getting To Yes" process as practiced in Brighton, rather than making demands, teachers stated desired changes, such as more time for inservice, and both sides brainstormed to reach solutions. Ideas narrowed down to advantages and disadvantages, from which mutual agreements were attained. Understanding develops when teams work together to attack problems, not each other. The process's disadvantages include the time commitment required of board members and solutions that are not always acceptable to those preferring hard-line bargaining. The salient advantage is obtaining answers that do solve problems rather than merely winning bargaining points. Brighton teachers shared costs to bring the attorneys back to conduct a grievance settlement conference. The method taught teachers and administrators to listen to each other's problems and to strive for agreements that accommodate all involved, including students and community. (CJH)