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

By Jane Slaughter

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

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If it is not resolved, it then goes to the general supervisor, then Quality Council (a nnion­ management committee which includes the plant manag­ er and the bargaining chair). If it's still not resolved, it eventually goes all the way up the corporate ladder. "This process creates a paper trail, and management is afraid of documentation. Since the quality problem couldn't be resolved without the involvement of produc­ tion workers, job setters, and the trades, we had control. " The quality problem became contagious.

So Krehbiel and the five 660 rally demanding a "Fair stewards began meeting every week. "In each of these meet­ ings we took notes, and then put them together into an Organizing Plan, and this was before we made any organizing forays into work areas. "Management was real clear: if you get involved with the union, you're going to be punished. So we knew that we needed to organize in a way that we could defend people when they stepped forward. "The key was to pick something manageable. If you try to handle all the problems at once, anyone would be overwhelmed, so you have to break it down into small parts.

I only had to appeal to the good­ ness in people'S hearts. "Rosie wasn't, if truth be told, a very good worker. And often times she irritated us too. But she was family. "Given time and a patient instructor, Rosie did learn the job she was originally disqualified from. She proved capable. " Locking Out the Boss 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.

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