Reader's Corner Page 3

Dear former brother and sister union members:
I am writing to you to hopefully warn you to avoid what has happened to me and other union members in this plant.
We were once members of an international union with the usual gripes about union dues, slow grievance procedures, seniority disputes, incentives, overtime arguments, etc.
We thought of our stewards and union officers as freeloaders with jobs that commanded no respect and that the company would treat us just as good with or without them, and were in agreement when someone said, "The union is selling us out." Never the company.
Well, we voted to decertify and break away from the international union. We are now non-union and pay no more dues!
We no longer have seniority disputes because we are placed by ability, which means whoever is the bosses pet. The same goes for overtime. Our grievance procedures are no longer slow, they are nonexistent.
We don't have absentee problems; if you miss one day you must have a doctor's slip, so most absentee problems were fired long ago with nobody to represent them.
Our incentives are now, "Do more work or you will be disciplined for refusal to work."
All this for less money, small hospitalization benefits, fewer holidays, and seven days without overtime, if it's an emergency - which is almost every week.
Our ex-stewards and union officers are no longer a problem; most of them have been discharged on one technicality or another, or set up for a discharge situation.
How did this happen! Well, one night at a local tavern a supervisor I know got drunk and was laughing and bragging to a friend about how they got rid of the union.
The supervisor said the company hired a unionbusting firm out of Chicago at several hundred dollars an hour to come in and train their supervisors and foremen in the skill of union-busting with the threat that any foreman disclosing this fact would be fired.
He said they held a lot of management classes and were taught the following ten rules:

1. Try to confuse the seniority system for lay- offs, move-ups and overtime to get employees jealous of one another. Then, when the employees complain, send them to the union, thereby shifting the blame, even if you have to use racial or sexual disputes. Most important; create fear and mistrust.
2. Draw out grievances as long as possible.
3. Threaten employees if they file grievances or safety complaints.
4. Increase discipline for even minor offenses to cause an overload for the union, slowing down their effectiveness.
5. Make sure all employees get benefit books, letters on insurance benefits, pensions, etc., saying that the company provides these, not that they are union negotiated.
6. Increase management trainees or substitute foremen.
7. Get your stool pigeons to criticize union officials and union dues.
8. Hold department meetings with employees to convince them that you agree with their problems, but that the union has to do something. (Deliberately scheduling improperly is a very good example to use in this step.)
9. Convince them that you are on their side about a job class increase or incentives on the job, but that your hands are tied and it's up to the union.
10. Last, but not least, the company must become the big brother, the good guy, and the union becomes the enemy by distorting the truth about the agreement. By the time the truth is known, they won't trust the union anyway.
When I heard this, I realized they followed the game plan perfectly. All of these things happened to us and they were laughing at us the whole time. I felt I had to write this letter to warn you how easily we were led down the road to disaster.
I hope in some way this will help you avoid what happened to us. Don't go back 40 years in time like we have. Are any of these things going on in your company! They may be training your management now. Beware! I cannot sign this letter for fear of my job and my family. Hopefully, some day I will be back among you without fear, it's a terrible lesson to learn.
Respectfully, An Ex-Union Brother

Tech Burn-Out

Found the article on the union very interesting. I too have found the union to be lacking as far as working conditions go. I believe the current contract has a lot to do this. Believe me, when the new contract comes up, we wont forget. The 'needs of the service' crap has to have a clause to prevent tech burnout. Im sure it wasnt intended to last for years of O.T. I dont blame my stewart for current conditions, as the LA team has done as poor a job as any of the dozens of supvs I had in my many years. As we have always said, "we'll be here long after the're gone. Just some thoughts rolling around in my head.

I would have to agree with you on the points you made. I feel I must point out however that the company has never forced OT year round like they have during the past year or so.
When Tony Bixler was elected to the position of District 9 Vice President in 1996, he was immediately educated on the problems that they Bay Area has been having with forced OT. I think we have to give Tony credit for successfully bargaining the current OT Agreement. This agreement does make some allowances for "Tech burnout". (not more than 10 hours of forced OT per week)
Personally, I am somewhat suprised that Mr. Bixler was able to get the company to sign this agreement. It does tie their hands somewhat.(quite a bit actually compared to what we had before, which was nothing.)
What remains to be seen is if the company is going to abide by the agreement or not. If the company chooses not to, the Union I trust will be taking the appropriate action, which might require the backing of the membership.
I hope that if push comes to shove, that we can count on all of you members who have been dumped on so regularly.
ED

The Three Ring Circus

To: cwa9430@ix.netcom.com
From: Name Withheld
Wednesday someone had called the managers and said a representative from the PUC was on their way to the yard. Someone had called the PUC office and said that official telephone records were being exposed to the elements and being stored on pallets by the dumpsters.
About 5-6pm on Wednesday evening managers were running around out back trying to get the timesheets and service orders and billing receipts, that were in the boxes, back into the metal sheds. Someone else was trying to get things onto the forklift.
When I went out in back this morning I noticed that all the wet boxes were moved into the sheds.

Just another indication that Skippy doesn't have all that it takes to be a mental giant.
ED

Acting Responsibly?

To: cwa9430@ix.netcom.com
From: Name Withheld
Mr. Rick was overheard on the telephone talking to someone when he was apparently asked how he was doing. The reply was, oh I'm fine, I'm just sitting here with my feet up on the desk, pretending I am a craft!!
I was shocked at his apparent lack of respect for the people who work for him. He obviously has a pretty low opinion of the craft workers in the yard.
When he said this, I was trying to think of what our impression of him doing his job would be. The old cartoon of a guy with his head up his own *** came to mind, with the caption "your problem is obvious."

Want something positive? Well, here it is!

To: cwa9430@ix.netcom.com
From: Name Withheld
I'm back to EIGHT HOUR DAYS (not withstanding a little incidental overtime) for a change! I know, it's going to be short lived, but I'll take advantage of it for as long as possible.
I'd almost forgotten what it was like to have a life! I've been able to get those some of those chores and projects completed; I've had time to spend with my family; time to read a book; time to just sit and do nothing!
I'm again able to come to work with energy and enthusiasm and a vastly improved attitude.

WHEN IS OUR COMPANY GOING TO FIGURE THIS OUT?

I doubt that we'll ever fully know the reasons for the company's sudden (and probably temporary) change of heart (I'm just assuming they have hearts). Economy rules, even the perverse version practiced by Pacific Bell. But I know one thing: I'm absolutely certain that external pressures on the company had something to do with it.
I THINK WE OWE A DEBT OF GRATITUDE TO ALL THOSE WHO KEPT THE PRESSURE ON WITH LETTERS, COMMENTARIES, GRIEVANCES - WHATEVER IT TOOK - AND 'A TIP OF THE HAT' TO THE UNION FOR BEING THE CATALYST.
We're not out of the woods yet, but it's satisfying to know that there exists a formidable weapon: an effective means of disseminating information and opinion. Plaudits to the Union for their courage in purveying information through the Web and through the Printed Page. The potential for these means is unlimited, the effect awe inspiring -- and to think: it's still in its infancy!
Lester T.

I think the real credit should go to those who looked forward to our publications, encouraged us, and supported us.
ED

Good Management?

To: cwa9430@ix.netcom.com
From: Name Withheld
What is the deal with our managers at 262 E. 19th? Do these pinheads really think that by getting rid of the chairs and desks that anyone is really going to get out to the job faster or work harder?
This is typical management thinking. I guess they don't realize that if the people feel that they are being treated like dirt that nobody is going to work faster or harder. PDP didn't do it, PMP didn't do it, the effectiveness dimension standards aren't going to do it, and treating the people like so much dirt under their shoe leather isn't going to do it either.
One of these days they are going to go back to the old ways when we were on top of all of the numbers lists. They will treat us like what we are...intelligent, hard working people who know more about what is wrong with this company then they EVER will.
Signed,
Kicked in The Teeth Again

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