They offered special status to those who would talk about their co-workers and resist organizing. They “befriended” certain workers who had individualistic attitudes. The union-busting consultants and frontline managers at the call center ran a shrewd campaign of one-on-one conversations where they learned about tensions in the shop. When there’s more distrust, resentment, and judgment among workers, the boss wins. ![]() When people make up their minds whether to support a union drive, the biggest factor may be their personal perceptions about bosses, organizers, and other workers. It was very different from my own workplace, Verizon, where generations of strikes have established a strong union tradition. Organizing a union from the ground up in the face of aggressive anti-union tactics was a learning experience. BOSSES EXPLOIT DIVISIONSĭuring an organizing campaign that brought 300 new call center workers into our union, I learned more about how the boss can capitalize on workplace tensions. If employers seek out divisions they can exploit, a shop steward must do the opposite-identify groups of workers, find ways to communicate with the leaders of each group, and figure out how to strengthen the bonds between the groups. Snubs and mini-wars create an environment where the union is immobile and people don’t feel secure-and where workers are more focused on each other than on what the boss is up to. Tensions may begin with “I am a higher craft, so I do not do associate with a lower craft” or “I am the hardcore union person and he is the boss’s pet.” What starts off as a misunderstanding can spill into open conflict. Workers who don’t regularly communicate or socialize can easily misunderstand each other. It’s no accident that employers separate us through craft titles, work groups, schedules, status, and even the physical layout of the workplace. Just like the broader society, our workplaces are divided by status, race, interests, and political ideologies. But American culture has become extremely factionalized and segregated.ĭivision among the workers is typical. Stewards rarely get much training in thinking about the social environment of our workplaces. Help workers to focus on their common issues and build collective action. But it’s the steward’s job to take the time to educate members about why the strategy was chosen and the plan to win.Ī peacemaker looks for common ground. ![]() I’m not arguing that union strategy must be completely supported by every member. If I could replay my own experiences I would try to understand the opposition voices and invite them to participate. I made little effort to work towards consensus. I inadvertently isolated members who felt they didn’t have a voice in the direction of the union, or who held different perspectives about issues, or who had suggestions for a different strategy. I expected everyone to have a natural understanding of collective action and to follow our orders blindly. When I first volunteered to be a shop steward 20 years ago, I viewed my role as the union enforcer. ![]() Divisions and personal issues, if left unresolved, can grow into conflicts that make it easier for the boss to manipulate the group. In our efforts to build unity, often we overlook the conflicts among workers, or try to ignore them. But I do mean that the steward should foster a culture of solidarity, establish healthy debate, and facilitate collective decisions. I don’t mean someone who makes peace between workers and the boss. What’s the role of a shop steward? Traditionally we think of someone who’s knowledgeable about the contract, the law, and how things function in our workplace and union.īut one role often gets neglected: the peacemaker.
0 Comments
Leave a Reply. |
AuthorWrite something about yourself. No need to be fancy, just an overview. ArchivesCategories |