A Single Team Bargaining (STB) approach was used to reduce the complications in labor/management relations resulting from the merger of the British Columbia Institute of Technology and the Pacific Vocational Institute. Traditionally, collective bargaining is a conflict-oriented process, in which the parties represent different constituents, are governed by often incongruent responsibilities and demands, and must compete for limited resources. STB, on the other hand, is a collective process in which parties view the success of the organization as a common goal in their search for solutions that are acceptable to both labor and management. In the STB process, there is no one spokesperson, discussions are off the record, all ideas are examined carefully, more than one solution is documented, constraints are declared, extensive research may be required, there is no game playing, and caucuses are deemed unnecessary. The Institute has successfully reached three collective bargaining agreements using STB and has found that the focus of the negotiations is on real problems, not symptoms, that parties are prevented from digging in behind unilateral solutions, and that management and the union have both reacted positively. Though the process has advantages, STB will not work without trust and commitment. (AJL)