In 24 Minnesota hospitals, interviews with personnel, union, and mediation directors focused on the presence, use, and subject matter of joint committees within individual hospitals. There appears to be an artificial differentiation of issues subject to collective bargaining as opposed to joint committee action. In complex work settings, organized professionals will strongly resist attempts to narrowly limit their ability to gain input into decisions that affect both the quality of work life and the contractual relationship between the employee organization and management. Joint committee formation may fulfill the requirements for successful organization innovation. The legitimacy of joint committee action as an extension of collective bargaining activities must derive from the parties' acceptance of the desirability of developing as many avenues of communication as possible. A total of 33 references are included.