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The vice-president of human resources of the British Columbia Automobile Association (BCAA) had just concluded negotiating the first collective agreements for two separate bargaining units with the association''s union, who represented about 25 per cent of BCAA''s workforce. BCAA''s senior management wanted to find a way to reconcile with its unionized employees while still carrying on with the biggest cultural change in the company''s century-long history. They wondered how best to proceed. The case serves as a discussion vehicle for how companies can manage labor relations post-strike, while attempting to implement strategic change.