Changes in production systems have altered the interdependence between workers and management. New patterns of interdependence brought new responses, e.g., workers formed unions, and management turned to the human relations movement to secure voluntary employee cooperation. When voluntary compliance proved inadequate, collective bargaining and arbitration emerged. In the 1970's, low productivity spurred the quality of work movement, an effort to move from coercion of employees to employee cooperation. Parallel changes in patterns of interdependence evolved between business and society. Similar to labor-management relations, new patterns of business-society interdependence demonstrated the limits of voluntary cooperation and the necessity of coercion. Although government maintained a third-party role in labor-management disputes, it sought an advocacy role on behalf of society in business-society disputes. Federal regulations proliferated, and private sector political involvement designed to protect business interests grew accordingly. Now government must maintain a third-party status in business-society relations if it is to provide the framework for accommodation. Private institutions, applying the principles of collective bargaining, could be created to manage business-society relations. Both business and society must learn to exercise self-discipline and "privatize" coercion when forming acceptable norms of association without government interference. (NRB)