Wednesday Dec 18 - 6-8pm

Meadowbridge Community Market (MADRVA) (3613 Meadowbridge Rd, Richmond, VA 23222)

MASKS PROVIDED & REQUIRED | FREE EVENT / DONATIONS WELCOME

With capitalism and our enemy ruling class rocketing along toward impending world war, workers must organize themselves as a class union in tandem with the leadership of the International Communist Party

Join us at an in-person event to hear our program and method for the class struggle for Communism and the end to the capitalist epoch.

Firm Points on the Trade Union Question: For the hard vicissitudes of world proletarian battles only Marxist offensive theory is the inflexible directive that binds the great traditions to a tomorrow of powerful rescue

Presentation and Q&A

RSVP: https://www.facebook.com/share/1EcEY4P4Lh/

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https://www.international-communist-party.org

Hey all,
I'm unsure if this is allowed here, but I wanted to share the book club I just started for new and existing organizers. I wanted to create a space where folks can discuss organizing-related books and connect over struggles and wins we experience in our respective organizing work.

Our first meeting (via Zoom) is January 5th. Here's the RSVP link with more info on what we'll be reading.

Solidarity!

Join us for a conversation with leading unionists and worker organizers about how the resurgent labor movement can keep up its momentum even under a Trump administration. Battle-tested organizers will discuss the new terrain and make a case for how workers can fight and win even in the most challenging of political conditions.

RSVP: https://bit.ly/whatsnext4labor

https://preview.redd.it/l46fao80yu3e1.png?width=1620&format=png&auto=webp&s=0e898bffd1a2b7d54259ae9ebc6775e5ef20ef91

A few years ago, I helped lead a successful union drive at my workplace. Since then, things have improved immensely at work. Not just in regard to compensation, but in regard to transparency and accountability of management, and management being forced to treat employees with dignity and respect. It’s been transformational.

But the whole thing—the campaign, our first contract negotiations, establishing our union, and now our second contract negotiations—has been led by the same handful of people. It’s not an exaggeration to say it’s been a second job, and we’re all exhausted at this point. Not just with the work, which has been substantial, but with dealing with our bargaining unit members, most of whom give lip service to our union, but refuse to invest meaningful time and effort helping us. We beg and beg but we can’t get anyone to run for office, serve as department reps, or work on the bargaining team. Instead, they criticize every short-coming, as if we single-handedly wrote the contract without management pushing back against each proposal. Our management has always spoken disdainfully of employees. Nowadays I catch myself empathizing with them when they do, and I'm repulsed by my own reaction.

I got into organizing not just to improve wages and working conditions, but because I deeply believe in liberty, equality, and solidarity. After all, what good is a democratic government if your boss is a petty tyrant who controls your paycheck, and through it your access to food, clothing, shelter, and healthcare? How can you be free if you’re a wage slave for the majority of your waking hours? I believed that people wanted more authority and responsibility over their own lives, they just didn’t know how to get it.

With the election results last night, I’m despondent. What if the majority of people aren’t just willing to pass off responsibility and authority over their own lives to others, but eager to do it? Can you really bring people like that up, or does trying just allow them to drag you down? You can claim it's not everyone, and of course it's not, but right now Trump is up by about 5MM in the popular vote, so you can't blame this on the electoral college. And sure, you can blame education, but you don't need a PhD to know that Trump is a fascist and a racist and an idiot.

I figure I’m not the first organizer to experience this feeling. If anyone has any thoughts to inspire me I’d love to hear them, because, right now, I feel like I have nothing left to give.

Sorry, newb here. Coworker was asked to be a Trustee representating our chapter for the group we are in for the local. Our rep was not able to give a clear definition of the duties or responsibilities of a Trustee. I imagine it could vary but there must be some general expectations. If any one could share, or point me in the right direction, it would be much appreciated.

Organizing Notes

Key Themes in Labor Organizing Resources

This briefing doc analyzes common themes and critical insights from various labor organizing resources, including training materials, toolkits, and expert interviews.

Main Themes:

1. Building Worker Power Through Strategic Organizing: This theme emphasizes moving beyond surface-level activism and slogans towards a structured, power-based approach to organizing.

• Key Ideas:Shifting from slogans to action: "Otherwise it's just a throw away slogan and throw away slogans are not of particular interest to me. Because they don't help. But really are one weapon to win a first contract" - Jane McAlevey, Getting Your First Contract. This highlights the need for tangible action over empty rhetoric.
• Structure and Participation: McAlevey emphasizes the importance of organized action with high worker participation. This involves identifying organic leaders, mapping social structures, and ensuring strong turnout for actions like strike votes.
• Leveraging Workplace Knowledge: "What do you do every day? What forms do you fill out? If there's an incident on the floor, do you have to fill out a form? If so, what is that form called? Who gets it? [...] All those types of things for somebody whose job it is it can just seem like, ‘Yeah, that's just something they told me to do and I've been doing it for 20 years and I don't really care why I just know that I have to do it’ right? Um, but it could end up being something uh critically important, especially if it's, you know, something that um with enough context you can connect to a larger issue." - Corporate Research Training. This emphasizes the importance of understanding the intricacies of the workplace to identify pressure points and leverage worker knowledge.

1. Developing Leadership & Relationships: Successful organizing hinges on identifying and developing leaders within the workforce who can mobilize their peers.

• Key Ideas:Organic Leaders: Multiple sources stress the importance of identifying and developing "organic leaders" – workers respected by their peers who can effectively mobilize and motivate their coworkers.
• Relationship Building: Resources like "The Organizing Conversation" and "List Building and Leadership Building" emphasize building trust and relationships with workers through one-on-one conversations, shared meals, and understanding their concerns.
• Escalating Commitments: Organizing committees should strategically ask workers to take on progressively larger commitments, starting with small, achievable tasks and building towards greater involvement.

1. Strategic Communication & Inoculation: Preparing workers for employer pushback and crafting effective messaging are vital for maintaining worker solidarity.

• Key Ideas:Inoculation: "So like I said, why do you inoculate? Right? You inoculate to make sure you yourself are confident and prepared for the bosses campaign and bosses ain't dumb, right? They know that inoculation is brilliant, and they do it in their own way" - Inoculation and the Boss Campaign. This emphasizes proactively addressing employer tactics like offering concessions, spreading misinformation, or creating fear to maintain worker unity.
• Staying on Message: Organizers and workers should maintain clear, consistent messaging even during challenging interactions with management to avoid getting sidetracked or divided.
• Understanding Employer Motivations: Workers should understand that all employer actions during an organizing drive are strategic attempts to maintain the status quo and prevent worker empowerment.

1. Effective Research & Planning: Thorough research on the employer, their vulnerabilities, and potential allies is crucial for a successful campaign.

• Key Ideas:Identifying Pressure Points: Researching the employer's financial status, brand image, regulatory requirements, and community ties can reveal vulnerabilities to leverage during a campaign.
• Public & Government Resources: Utilizing publicly available resources like government databases, regulatory agency websites, and even local libraries can provide valuable insights into the employer's operations and potential pressure points.
• Connecting to Larger Issues: Framing workplace issues within the context of broader community concerns, like environmental justice or access to healthcare, can mobilize wider support and increase pressure on the employer.

Important Facts/Observations:

• Numeric goals are crucial: The AFL-CIO toolkit emphasizes setting specific, measurable goals for membership growth and activist development to track progress and ensure accountability.
• The power of compounding: Small increases in the number of workers willing to share information or invite coworkers to meetings can lead to significant growth in support for the union.
• Legal considerations: While gathering information and building support, organizers and workers should be aware of legal limitations and avoid activities like dumpster diving for confidential information.
• Learning from history: Drawing on the experiences of successful organizing drives from the past, like those led by 1199, can provide valuable insights and strategies for contemporary campaigns.

Conclusion:

These resources highlight the need for a strategic, power-based approach to labor organizing. By building strong relationships, developing worker leadership, conducting thorough research, and communicating effectively, organizers and workers can overcome employer opposition and win meaningful improvements in the workplace.

—

Effective Strategies for Union Organizing in the Workplace

The sources (a toolkit about internal union organizing, a guide to EWOC training, and a collection of YouTube videos about workplace organizing) offer several insights about effective strategies for union organizing in the workplace:

• Build relationships with coworkers before organizing begins: Talk to them, learn their interests, and identify common concerns to build unity and make workers feel heard. [1-3] Strong relationships form the foundation of successful organizing campaigns. [3] Workers who trust and respect one another are more likely to take action together, even when faced with opposition from their employer. [4]
• Identify and develop worker leaders: Campaigns are more successful when they are led by respected coworkers who can mobilize the majority of workers. [5] These "organic leaders" often have significant experience and knowledge and are respected by their colleagues. [6] They are often the people other workers already turn to for help or advice. [6]
• Understand and map workplace dynamics: Identify social groups, key influencers, and potential allies to tailor your approach. [7-9] Organizing is not about convincing individuals; it's about building collective power by uniting workers around common interests. [1] Understanding the existing power structures within a workplace allows organizers to develop targeted strategies for building relationships and mobilizing workers. [9]
• Focus on building supermajority support: Aim for high participation (ideally 90% or more) to demonstrate strength and minimize the impact of employer opposition. [6, 10, 11] Having a supermajority of workers united behind a common goal makes it much more difficult for employers to resist demands or retaliate against organizers. [6] Workers are more likely to win substantial improvements in their working conditions when they are united and willing to take collective action. [6]
• Develop a strategic campaign with escalating actions: Identify winnable demands, plan for employer responses, and escalate pressure through tactics like public actions, demonstrations, and strikes. [12-15] Workers need to be prepared to take increasingly bold action as the campaign progresses. [15] This might involve confronting their bosses directly, engaging in public actions to draw attention to their demands, or even going on strike. [12-15]
• Communicate effectively: Craft messages that resonate with workers' values and aspirations, highlighting the benefits of union membership and the power of collective action. [1, 16-19] Focus on building relationships and addressing workers' concerns rather than simply promoting the union itself. [16, 19] Share stories of successful union campaigns to inspire hope and demonstrate the potential for change. [1]

By employing these strategies, union organizers can increase their chances of success and empower workers to achieve their goals.

—

Here are some ways that unions deal with resistance from employers during organizing efforts:

• Unions should focus on building relationships with workers and demonstrating the value of union membership. Unions that are successful in organizing new members don't rely on chance or on workers approaching them; they have a strategic approach and outreach strategy [1]. Part of a successful strategy is to focus on shared values such as fairness, dignity, respect, and workplace democracy in initial conversations with potential members rather than focusing on specific issues, grievances, or benefits [2]. Workers are more likely to respond positively to this type of messaging, and it can help build a stronger, more unified workplace [2]. Unions can communicate these values by holding meetings, distributing leaflets, and using social media [3, 4]. They can also engage with workers on an individual basis to listen to their concerns and offer support [5]. It is also important for unions to be prepared to address objections from workers who are hesitant to join [6]. Unions that can effectively communicate their value and address worker concerns are more likely to overcome employer resistance and organize new members.
• Unions should be prepared for employers to engage in a variety of tactics to discourage workers from organizing. Employers may use a variety of tactics, including intimidation, retaliation, and misinformation [7]. They may also try to divide workers by race, class, or gender [8]. Unions can prepare for these tactics by educating workers about their rights and providing them with the support they need to stand up to employer intimidation [9]. For example, unions can help workers file unfair labor practice charges with the National Labor Relations Board. Unions can also work to build relationships with community allies who can provide support during an organizing drive [10]. By being prepared for employer resistance, unions can increase their chances of success.
• Unions can engage in “inoculation,” which is when they educate workers about employer tactics before an employer can use them as a scare tactic. Inoculation prepares workers to see through employer scare tactics like delays, small benefits, or claims that workers will be replaced [11, 12]. Workers who know what to expect are less likely to be swayed by these tactics [9].
• Unions can take an indirect approach to organizing by identifying and disrupting key relationships that employers rely on. This could involve building relationships with general contractors, developers, or political figures [13]. For example, a union might try to persuade a general contractor to only use union subcontractors on a project. Or, a union might lobby a city council to pass an ordinance that requires all contractors to provide health insurance to their employees. By taking an indirect approach, unions can put pressure on employers to agree to their demands [13].
• Unions can prepare for prolonged negotiations with employers. One strategy is to build up as many resources for a strike as possible before entering negotiations [13]. Unions should also be prepared for employers to engage in stalling tactics and should communicate these tactics and the reasons for them to union members to maintain unity and morale [14]. It is important for unions to remember that they have the power to make demands and that employers are more likely to negotiate in good faith when they know that workers are united and willing to fight for what they deserve [15].
• Unions should be prepared to escalate their actions if necessary. This could involve holding protests, picketing, or even going on strike [16]. Unions should only escalate their actions after careful consideration and planning. It is important to have the support of a supermajority of workers before taking any action that could result in retaliation from the employer [17]. By escalating their actions in a strategic and thoughtful way, unions can increase the pressure on employers to negotiate a fair contract.

The sources highlight that strong internal democracy within the union is important for success, meaning that a large majority of workers feel like their voices are heard and represented through the union [18]. It is important for unions to identify workers who are respected by their coworkers and to support these workers in becoming leaders [18]. Strong leadership will help unions effectively communicate with workers, mobilize workers to participate in actions, and ultimately win better working conditions.

—

Here are some key components of successful labor negotiations:

• High Participation: The more workers involved in negotiations, the more pressure they can put on their employer to agree to their demands [1-3]. One way to achieve high participation is to have open negotiations where all workers covered by the collective bargaining agreement can attend [4]. Another way is to have a large negotiating committee that is representative of the entire workforce [4, 5].
• Transparency: Workers should be kept informed about what is happening in negotiations so that they can hold their negotiators accountable and stay engaged in the process [4, 6]. This can be done through regular updates, meetings, and negotiations bulletins [7, 8].
• Structure Tests: It's vital to test how many workers are willing to take action, like going on strike, to win their demands [9]. This can be done by conducting structure tests, such as asking workers to sign a petition or wear a button in support of the union [9, 10].
• Identifying and Engaging Leaders: It is essential to identify the most respected workers in the workplace and encourage them to get involved in the union [11-17]. These workers are often natural organizers and have the ability to move their coworkers to action [13, 16].
• Organizing Conversations: One-on-one conversations are the core of all organizing [18]. It is important to have trained organizers who can have effective conversations with workers about their issues and how the union can help them win those issues [18-31].
• Clear Goals and a Credible Plan to Win: Unions should have clear goals for what they want to achieve in negotiations and a credible plan for how they are going to win those goals [16, 32-36]. The plan should be based on a thorough understanding of the employer, the industry, and the legal and political landscape [37-39].
• Caucuses and Actions: Negotiating committees should have a plan for what they are going to do during caucuses, which are breaks in negotiations when the two sides meet separately [40]. Caucuses can be used to debrief, strategize, plan actions, and do organizing work [40-42].
• Ground Rules and Gag Orders: Unions should never agree to ground rules or gag orders that limit their ability to communicate with their members or the public about negotiations [43-46]. These agreements undermine the union's power by preventing them from mobilizing their members and building public support [47, 48].

These key components can help unions build the power they need to win strong contracts that improve the lives of workers.

—

Comprehensive Organizing Process

Here's a comprehensive organizing process based on concepts and guidance in the sources:

1. Lay the Groundwork:

• Build Relationships: Start by building relationships with your coworkers before any organizing begins. Socialize, learn about their interests, and identify shared concerns. This builds trust and camaraderie, essential for uniting workers later in the campaign. [1, 2]
• Workplace Mapping: Systematically map your workplace to understand its social dynamics and power structures. [2-4] Identify:
• Formal Structure: Departments, shifts, worksites. [5-7]
• Informal Networks: Social groups, cliques, respected individuals. [7, 8]
• Key Influencers: "Organic Leaders" – respected workers who others already turn to for help and advice. These individuals are crucial for mobilizing support. [8-12]

1. Form an Organizing Committee:

• Recruitment: Recruit those identified "organic leaders" and trusted activists to form an Organizing Committee (OC). This committee is the backbone of the campaign. [13-15]
• Security: Maintain strict confidentiality. Only the OC should have access to sensitive information like the workplace map and worker assessments. This protects everyone involved. [16, 17]

1. Develop the Strategy:

• Shared Values: In early conversations, focus on shared values like fairness, dignity, and workplace democracy. This resonates more strongly than focusing solely on grievances. [18]
• Issue Identification: Through one-on-one organizing conversations, identify the issues workers care about most deeply. [3, 19-21]
• Agitation and Education: Help workers understand why these issues are unfair and how collective action can create positive change. Share stories of successful campaigns to inspire hope. [22-25]
• Plan to Win: Develop a clear and credible plan to win your demands. This plan should outline specific goals, a timeline, tactics for escalating pressure, and potential employer responses. [11, 26-30]
• Inoculation: Prepare workers for employer resistance tactics such as intimidation, misinformation, and attempts to divide workers. Explain common tactics and how to counter them. [22, 23]
• Structure Tests: Gauge the level of support for various actions (petitions, rallies, strikes) through structure tests. This helps determine when you have enough support to move forward with escalating tactics. [10, 14, 31, 32]

1. Negotiations and Beyond:

• High Participation: Involve as many workers as possible in negotiations to maximize power and build worker leadership. [33-36] Large, representative negotiating committees or open negotiations increase pressure on the employer.
• Transparency and Communication: Keep workers informed about the negotiation process through regular updates, meetings, and bulletins. This builds trust and maintains unity. [37, 38]
• Action Planning: Be prepared to escalate actions (rallies, picketing, strikes) during negotiations if the employer resists or stalls. Caucuses – breaks in negotiations – are crucial for debriefing, strategizing, planning actions, and even doing additional organizing. [39, 40]

Remember: This is a general framework. Adapt the process to your specific workplace, industry, and the issues at hand.

The sources emphasize the importance of:

• Worker Leadership Development: Organizing is most effective when led by workers themselves. Identify, train, and empower your natural leaders.
• Building a Supermajority: Aim for the highest possible level of worker participation and support, ideally 90% or more.
• Ongoing Assessment and Adjustment: Regularly assess your progress, the effectiveness of your tactics, and the evolving situation. Be flexible and adjust your strategy as needed.

By following these principles, you can build a powerful and effective organizing campaign that empowers workers and achieves lasting change.

—

20 Steps to Organizing a Workplace

Here's a hypothetical 20-step organizing process, drawing from the concepts and guidance in the sources, synthesized into a detailed action plan:

Phase 1: Preparation and Relationship Building

1. Self-Education: Before involving anyone else, familiarize yourself with organizing principles and successful campaigns [1-3]. Read books, attend trainings (like those mentioned from Jane McAlevey or Labor Notes), and study historical examples [2, 3].
2. Identify Initial Concerns: Pinpoint specific issues affecting you and coworkers, focusing on areas where change is both desired and achievable [4-7].
3. Social Mapping – Initial Stage: Discreetly begin mapping your workplace's social landscape [5, 8-11]. Start with your immediate network, noting departments, shifts, social groups, and individuals with influence or who are respected by their peers [5, 8-13].
4. Casual Conversations: Engage in casual conversations with coworkers, building rapport and gauging general sentiment towards workplace issues [5, 14]. Focus on shared interests and building trust, rather than explicitly discussing organizing at this stage [14].
5. Identify Potential Leaders: Based on your observations and conversations, identify "organic leaders" – coworkers respected by their peers, whom others naturally turn to for advice or help [5, 9, 13, 15-17].

Phase 2: Building the Organizing Committee and Strategy

1. Strategic Recruitment: Approach potential leaders individually, emphasizing confidentiality. Explain your concerns and gauge their willingness to work for change [9, 10, 18, 19]. Invite them to confidential meetings or social gatherings to discuss further [10, 18].
2. Forming the Organizing Committee (OC): Establish a core group of trusted individuals, committed to driving the campaign [20, 21]. Emphasize the importance of confidentiality and a shared commitment to building worker power, not just individual advancement [20-22].
3. Formalize the Workplace Map: Working as an OC, create a detailed map visualizing departments, shifts, social connections, and initial worker assessments (Leader, Activist, Undecided, etc.) [5, 10, 11, 13, 23-26]. Use a secure, shared document (Google Sheets/Excel) [19, 26].
4. Deepening Organizing Conversations: Armed with the workplace map, begin having more structured organizing conversations [11, 27, 28]. Use the six-part framework: Introduction, Get the Story, Agitation, Plan to Win, Inoculation, Call to Action [29-33].
5. Issue Prioritization: Based on conversations, identify the most widely and deeply felt issues to focus on [16, 33-35]. Frame these issues in a way that resonates with shared values and highlights the potential for collective improvement [4, 36, 37].

Phase 3: Building Support and Escalating Pressure

1. Developing a Strategic Plan: Using the 4x4 planning tool or similar framework, create a plan with specific goals, timelines, target audiences (members, potential members, contractors, allies), and tactics for escalating pressure [38-42].
2. Structure Tests and Assessments: Implement structure tests (petitions, surveys, wearing buttons) to visibly gauge support and identify those willing to take action [23, 27, 43-49]. Continuously reassess workers based on their engagement and actions [48, 50-54].
3. Internal Organizing and Leadership Development: Conduct ongoing internal organizing to keep members informed, engaged, and prepared for potential employer resistance [50, 55-58]. Provide leadership training and empower workers to take ownership of the campaign [59, 60].
4. Strategic Communication: Develop and disseminate clear, consistent messaging about the campaign's goals, the issues at stake, and how a stronger union benefits everyone [22, 61-64]. Utilize various channels: meetings, leaflets, social media (while being mindful of employer surveillance) [63-65].
5. External Pressure and Coalition Building: If facing a particularly difficult employer, research and identify external pressure points: reliance on public contracts, relationships with community groups, or negative media coverage [41, 66-70]. Build coalitions with allies who can amplify your message and increase pressure [68, 70].

Phase 4: Negotiations and Contract Enforcement

1. Preparing for Negotiations: Conduct thorough research on the employer's finances, industry standards, and relevant labor law to prepare for negotiations [44, 66, 67, 71-76]. Develop specific, winnable demands based on worker priorities [44, 49, 62].
2. Negotiating Committee Selection: Elect a large, representative negotiating committee, proportionally representing departments, shifts, and key constituencies [43, 77, 78]. Ensure the committee includes both experienced negotiators and newly trained leaders [43, 77, 78].
3. Open and Transparent Negotiations: Push for open negotiations, where all workers can observe the process, or ensure regular, detailed updates are provided to the membership throughout negotiations [78, 79]. Transparency builds trust and solidarity.
4. Action Planning and Caucuses: Use caucuses – breaks in negotiations – to debrief, strategize, adjust tactics, plan actions (rallies, picketing), and even conduct additional organizing to demonstrate worker power [55, 56, 79]. Be prepared to escalate actions if the employer resists or stalls [55, 80].
5. Contract Enforcement and Building for the Future: Once a contract is won, immediately begin building towards the next contract campaign by enforcing the agreement, addressing ongoing issues, and continuing to develop worker leadership [50, 53, 81, 82].

Important Considerations:

• Adaptation: This is a framework, not a rigid script. Adapt the process to your unique workplace, industry, and the power dynamics involved.
• Legality and Employer Tactics: Be aware of relevant labor laws and potential employer retaliation tactics [6, 22, 53, 59, 61, 83]. Seek legal counsel and support from experienced organizers when needed [59].
• Ongoing Assessment and Adjustment: Regularly assess your strategy's effectiveness, the level of worker support, and the changing employer tactics [50-54]. Don't be afraid to adjust your approach based on new information or challenges.

This 20-step process, while hypothetical, provides a comprehensive roadmap for building worker power and achieving lasting change in your workplace. Remember: Organizing is an ongoing process. The work doesn't end with a single campaign or contract victory. It requires sustained effort, leadership development, and a commitment to building a more just and equitable workplace for all.

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Here are the six essential parts of a structured organizing conversation as described in the sources:

1. Introduction: Begin by introducing yourself and explaining that you are talking to coworkers about issues in the workplace. Do not assume that the worker knows who you are or what you want, even if you work closely together [1, 2]. You might want to open the conversation with an open-ended question about an issue in your workplace [3, 4]. For instance, you could ask, "Have you heard about the changes that management wants to make to our health care?" [4] It is important to stress that this is an important conversation [2].
2. Get the Story: Ask open-ended questions to find out how your coworker feels about their job and working conditions [3, 5]. For example, you could ask, "How long have you worked here?" or "How have things changed in that time?" [6] The goal here is to listen actively and learn about the issues that are most important to them [1, 5]. Don't interrupt, argue, or make assumptions about their opinions [7, 8]. Your job is to listen and empathize, even if they criticize the union [6, 9]. The sources emphasize that you should be listening 70-80% of the time during this part of the conversation [10-12].
3. Agitation: Now that you understand their concerns, connect those issues to the potential for collective action [1, 6]. Explain how a stronger union can address the problems they have shared [6]. You can agitate by helping them understand why the situation is unfair and how it could be improved [13]. You might say something like, "Everybody is signing up so we can be strong as we get to the bargaining table. Can we add you to that growing list?" [14] However, the sources caution that organizing is not about "selling" union membership. Don't overpromise, exaggerate, or pretend to have all the answers [15, 16]. Be honest about the challenges, but also emphasize the power of solidarity and collective action [16].
4. Plan to Win: Present a clear and concise plan for winning the changes you and your coworkers want to see [1, 17, 18]. Outline the specific goals, the steps involved, and the role they can play [18]. By outlining concrete steps, you demonstrate that change is possible and provide a roadmap for achieving it [19]. Make sure the plan is credible and tailored to your workplace, and be open to feedback and suggestions from your coworkers [18].
5. Inoculation: Before ending the conversation, prepare the worker for potential pushback from the employer [1, 20, 21]. Explain the tactics employers might use to discourage organizing, such as intimidation, retaliation, delays, or misinformation [20-23]. Explain that these tactics are predictable and that workers who are prepared for them are less likely to be scared off [20, 22]. Be honest about the risks involved in organizing, but emphasize that there is strength in numbers and that together, workers can overcome these challenges [21].
6. Call to Action: Finally, end the conversation with a clear and direct request for action [3, 24, 25]. This could be anything from signing a membership card to attending a meeting to talking to other coworkers [25, 26]. Don't be afraid to be assertive in asking for their support, but also be respectful of their decision [26]. If they say no, try to uncover their objections and address them [25]. Even if they decline to take action at this time, thank them for their time, leave the door open for future conversations, and make note of their assessment level for future reference [26, 27].

These six parts provide a solid framework for an effective organizing conversation. However, remember that the sources emphasize that organizing conversations are more of an art than a science. There is no one-size-fits-all approach and conversations will flow differently depending on the people involved and the circumstances. Don't be afraid to adapt, improvise, and respond to what you are hearing. Remember that effective organizing is rooted in empathy, authenticity, and a genuine desire to build relationships with your coworkers.

—

Building a Strong Organizing Committee

The sources offer a blueprint for building a strong organizing committee, emphasizing the need for a strategic and intentional approach to identifying, recruiting, and developing worker leaders:

1. Identify Natural Leaders:

• Focus on Trust and Respect: Don't just recruit your friends or the most vocal coworkers. Seek out individuals who are respected and trusted by their peers. [1, 2] Natural leaders often possess qualities like:
• Strong Work Ethic: They are seen as hard workers who lead by example. [3]
• Good Listening Skills: They make others feel heard and valued. [3]
• Courage and Initiative: They are willing to speak up and take action, even when it's risky. [4, 5]
• Understand Workplace Dynamics: Identify the informal social groups and power structures within the workplace. Who are the opinion leaders within these groups? Who do workers turn to for help or advice? [1, 6-8]
• Look for Leaders in Action: Pay attention to how coworkers interact, especially during times of conflict or change. Who steps up to advocate for their colleagues? Who effectively mobilizes others? [9]

2. Go Beyond Passive Recruitment:

• Make a Direct Ask: Don't wait for potential leaders to come to you. Once you've identified promising individuals, approach them directly and ask them to join the committee. Explain why you believe they would be a valuable asset and emphasize the importance of their participation. [10]
• Clearly Articulate the Committee's Purpose: Help potential leaders understand the committee's role in building worker power, advocating for change, and creating a more democratic workplace. [11]
• Address Fears and Concerns: Acknowledge that joining a union or organizing a workplace can be intimidating. Be prepared to address common fears, such as potential retaliation from management or the perception of unions as "troublemakers." [12]

3. Cultivate a Culture of Leadership Development:

• Provide Training and Support: Offer ongoing training opportunities that equip committee members with the skills and knowledge they need to be effective organizers. [13-15]
• Facilitate Organizing Conversations: Teach members how to have structured conversations that uncover issues, agitate, and move coworkers to action. [3, 16]
• Develop Strategic Thinking: Help members understand power mapping, campaign planning, and how to analyze workplace dynamics. [17]
• Counter the Boss's Narrative: Prepare members to identify and respond to anti-union messaging and tactics. [18, 19]
• Promote Active Participation: Create a welcoming and inclusive environment where all committee members feel valued and empowered to contribute. [20]
• Delegate Responsibilities: Give members specific tasks and assignments that allow them to take ownership of the campaign. [14, 21, 22]
• Encourage Initiative: Foster an environment where members feel comfortable proposing ideas and taking risks.
• Foster a Sense of Team and Shared Purpose: Regularly bring the committee together to strategize, share experiences, and celebrate successes. [15, 23, 24]

4. Prioritize Diversity and Representation:

• Reflect the Workforce: A strong committee should mirror the diversity of the workplace in terms of race, gender, ethnicity, job classification, shift, and work location. This ensures that all workers feel represented and that the committee has a deep understanding of the issues that matter most to different groups. [11, 21, 25, 26]
• Bridge Social Divides: A diverse committee can help to break down barriers and build unity across social groups that employers often try to exploit. [27]

5. Continuously Assess and Adapt:

• Track Progress and Identify Challenges: Regularly review your committee's composition and effectiveness. Are you attracting and retaining strong leaders? Are there gaps in representation? Are members actively engaged and contributing? [13, 26, 28]
• Adjust Your Approach as Needed: Don't be afraid to make changes to your recruitment strategies, training programs, or meeting structures based on the committee's needs and the evolving dynamics of the campaign. [29]
• Prioritize Security and Confidentiality: Protect sensitive information shared within the committee, especially from potential surveillance by management. Use secure platforms for communication and ensure that members understand the importance of discretion. [17]

Remember: Building a strong organizing committee is an ongoing process that requires patience, dedication, and a commitment to developing worker leadership. The sources underscore that a well-organized, diverse, and empowered committee is essential for building a strong union and winning significant improvements in the workplace.

Hi All! Im looking for a service that added users can hop into and take notes/upload files. Like a secure alternative to google drive. Does anyone have recs for trusted services? We used something on my last organizing committee but that was 5 years ago and i dont remember what we used.

Thank you!

My workplace voted in a union earlier this year and we're just starting our campaign to win a first contract.

The problem I'm seeing is that some of the workers volunteering for the campaign are manipulative "mean girl" types who have ensured that they're at the center of everything and everything happens the way they like it. They use a Discord server for a lot of their communication and planning and of course they and their crony friends run the server and decide who gets to be there, what's allowed to be said, etc. Of course it's like any other online platform, users have no actual rights or power, admins have absolute power, etc. Pretty much everything we already resent about employers but without even the fiction of oversight, definitely the kind of structure and culture you want in your worker collective rite??

I'd think that people would see right through their transparently obvious bullshit and power games but they don't. If you try to point it out you get crybullied and then all their cronies/attack dogs pile on you. It kinda feels like being in a cult or something.

I've talked to union organizers about how it's a problem that they're empowering these people by communicating on their private Discord and that the union should cease using it for any purpose, but my complaints fall on deaf ears. The Discord is convenient, it's already being used, and they just don't seem to see any problem.

The reason why a lot of communication happens on the Discord is because people have different shifts, are in different places, etc. so it's not really practical to do an end run around it by in-person organizing at work.

The cliche answer is "it's your union, start organizing" but aside from the difficulty of in-person organizing, most of my coworkers aren't really concerned about internal politics stuff (I mean, honestly, most of them are not even involved in the campaign, just kind of waiting for the union to do something) and don't care who's running the show, and without broad support from coworkers "my" union doesn't have to do anything I want. I'm not some kind of super-charismatic hero who can beat the mean girls in a popularity contest.

So how do you keep snakes out of power? Is it basically hopeless until coworkers start waking up and caring/noticing what's going on, and until then I just have to hope that a union with toxic cronies is better than none because at least it'll get us some extra rights and a contract?

Hey everyone! Working at a pretty demanding political campaign, just 40 something days left. We are fundraising a lot, and live in a food desert and are increasingly working longer hours. I've worked on other campaigns and it's pretty commong for the campaign to provide healthy snacks, like fresh fruit and granola bars. Not on this campaign. Any creative ideas as to how we can organize and express our demands to management?

Hi everyone,

I’m in a bit of a tough spot and could really use some advice. I joined a company about 6 months ago (on April 15th) as a Sales Development Representative, but I was recently laid off, with September 30th being my last working day.

While I’ve been dealing with the layoff and applying to a few companies (I’m trying to be cautious and find a place where I can learn and grow), I ran into an issue with my company-issued MacBook M1. Out of nowhere, the screen started malfunctioning, and after restarting it, part of the screen went completely blank. I’ve attached photos for reference.

I reached out to my company’s IT department, assuming they might have insurance or AppleCare to cover the repair, but they informed me that I would have to pay for the repair myself, which is estimated to cost around INR 35,000. I simply don’t have that kind of money right now, and if I don’t get it fixed, they said they’ll deduct the amount from my final settlement.

I completely understand that this could be my fault, though there’s no visible physical damage to the screen. Is there any way I can avoid paying this, or at least reduce the cost? This is really important to me and my family, especially since I’m currently out of a job. Any advice or suggestions would be greatly appreciated!

Thank you in advance.

I’m not sure what to do at this point. Everything at my job is so messed up from our accountant can’t process our payroll to receive checks on proper timing, or pay our bills to have internet in the store. I’m the only person who follows the schedule and doesn’t show up whenever I feel like it. I’m also the only person since it has become slow that has deep cleaned any part of the store, even a shift where I spend the entire time scrubbing the ground I will be sent home early and they will not clean after I leave. Even when other people are working besides myself and one cook I have to do everything because all of my coworkers are lazy and incompetent or my one pregnant coworker (who doesn’t show because she isn’t even 3 months along) refuse to do any parts of the job and have even went as far to state to the manager they will only do bare minimum. For months on end a minor who worked with us made my life living hell to the point where now i’m experiencing serious Health Issues from stress and everytime I brought anything up to him he told me i’m jealous, I hate her, I just wanna start a problem. Anytime I bring up any issue i’m told i’m wrong when I am not. I can’t understand how it’s acceptable for me to do every part of the job because if I don’t turn around and make the drinks customers will be screaming at me and I won’t know why it’s not done when i have anywhere between 1-6 other people in the store. I’m also the only person put in the position of you have to help everyone because NO ONE can do there jobs expect for me. I would gratefully appreciate any advice for hours i’ve been trying to contact anyone above my manager and I simply can’t so I don’t know what to do

I’ve been looking to leave my job because I just don’t feel like I can get organized or have a system. I work for a private landlord. My job duties have a very wide range. I manage the office so keeping track of tenants, tenant complaints and repairs, payments missed payments, utilities for buildings, inspections, finding new tenants, maintaining our list of contractors, paying contractors and other employees, keeping a log of cash in and out and buy materials. (I’m sure there is more) I also work in the houses. I do light maintenance or odds and ends and will also be the one to come in and finish a unit after we’ve remodeled or finished major repairs. I’ll clean, paint, and finish any minor things that need done. But I’m the main point of contact for everyone. So every task is usually interrupted. I never know how long it will take to finish a house and it can be difficult to keep up on the office side of things. The office side of things doesn’t feel like full time work though. If I was strictly in the office that can be maybe 20 hours of work a week. (Depending on what we have going on) but being so spread across the board I feel like I don’t do very well and often forget things. What spurred this post is I received a call from the owner on a Sunday morning asking where paint was that he called me to ask me to pick up while I was in the middle of driving from one task to another and I feel bad. I hate that I start my morning like this.

Hi everyone, I'm a union steward at a grocery store. We just recently started hosting monthly union meetings on Zoom where we discuss workplace issues & our upcoming contract campaign. We've decided to rebrand these meetings into just contract meetings where we focus specifically on the next contract. (Coming up this January, we start bargaining then.)

But at our first meeting, we only had 2 people show up. 1 was because I directly asked them to during the call. At our next meeting, we had 3 people show up. This is a staff of about 200, and yet...:( I don't how to get people engaged. A lot of workers I think want to keep their head down and not worry so much about this and have faith that our employer will do them right, but it's just not going to happen.

This is what I'm trying:

• One-on-one conversations promoting union events and asking questions to gather information about labor issues & the worker's POV on the contract
• Fliers on our union board
• Posts on our work slack
• Post-it notes on all the time clocks informing people of upcoming union meetings
• We have an email list of about 6 people for union meeting minutes

I was wondering what you guys thought. It's a tough situation, it's not like I can force people to be engaged. But we need turnout and solidarity if we're going to do this contract campaign right IMO.

I will say, there are 7 other stewards. I know they're trying their best, but I really need more help because I'm taking on the brunt of this myself, and I know that isn't going to work.