Management and union negotiators have the choice of adopting competitive or problem-solving strategies to find acceptable outcomes but they may also have to yield, a process which is less clearly understood. Competing, problem solving and yielding have to be conveyed to those sitting across the bargaining table. Using material from a transcript of an Australian labour management negotiation, negotiators are seen to rely on simple positional statements rather than argument to convey their commitment, while problem-solving activities appear to be squeezed in between other more competitive interactions. Giving ground is done quietly and without much fuss, concessions are muted or foreshadowed rather than mode explicitly.