Finances, as they often do with collective bargaining in any industry, have shaped the tenor of the relationship for decades. In 1954, when N.B.A. players first tried to organize, back pay for a group of players was among their top issues. The league recognized the union three years later.
Over the next several decades, issues like pensions, free agency and players’ share of league profits became sticking points.
“We were the first ones to establish a percentage of the growth revenue going to the players,” Junior Bridgeman, a former player, said, referring to the 1983 C.B.A., two years before he began his tenure as president of the players’ union as the league’s popularity was growing because of Magic Johnson, Larry Bird and Michael Jordan. “No one thought at the time that the numbers would get to where they are today and it would be as meaningful as it is today.”
Today, Bridgeman is a business magnate who built a fortune in the food and beverage industry, but when he first attended bargaining sessions, he considered it an unofficial curriculum for a master’s in business administration. He saw what mattered to the team owners and how they communicated.
“Most of the meetings ended up being contentious to some extent,” Bridgeman said. He added: “We went to one meeting that lasted all of seven minutes. We got up and walked out. It was the art of negotiation in real life.”
Article source: https://www.nytimes.com/2023/03/30/sports/basketball/nba-union-collective-bargaining.html