A Troublemaker's Handbook 2: How to Fight Back Where You by Jane Slaughter

By Jane Slaughter

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Extra info for A Troublemaker's Handbook 2: How to Fight Back Where You Work--and Win!:

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If you try to handle all the problems at once, anyone would be overwhelmed, so you have to break it down into small parts. "Everybody pitched in some ideas, and we boiled it down to two main criteria. First, let's pick a small work area of 10 to 30 workers where there's a problem people feel strongly about. And second, let's choose a depart­ ment where there's already somebody who is a leader or who has the potential to become a leader, and if more than one, that's better yet. " Carrying Out an Action ers.

Those who work Merrilees says that the shop floor invitation tactic is beneficial to members but it can also change the politi­ cian: "When we invite politicians later to speak to our leadership meetings, they inevitably cite the experience they had at our workplace. It definitely changes their atti­ tude. "We want them to get their hands dirty, to have an experience on the shop floor being with people they don't usually see, in an environment they don't usually work in. We want them to take a position on the class struggle: where do you stand on the struggle between this boss and these workers?

They settled the grievance quickly and brought Rosie back to work. The supervisor had to go to 'charm school,' which wasn't such a severe discipline, but it acknowledged the problem and embarrassed the Terminator. "The day Rosie returned to work, she was the only by David Bleakney AT TORONTO' S POSTAL STATION the harassment was unbearable. Union leaders and supporters were con­ stantly being disciplined. The employer routinely violat­ ed the contract. Several stewards had been fired in quick succession and it looked as if more firings were coming.

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