professor gregor gall, centre for research in employment studies, university of hertfordshire
TRANSCRIPT
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Professor Gregor Gall, Centre for Research in Employment
Studies, University of Hertfordshire
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i) Can unions act strategically?
ii) If so, what would this look like?
Iii) If so, under what conditions can this happen?
Contention: analysis of past evidence can help illuminate way forward for practice
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Heuristic starting points:
US is an oxymoron
Is talking about US an irrelevance?
Unions are not businesses
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Past experience indicates unions have shown the ability to act both strategically and non-strategically (eg abolition of WorkChoices)
Strategy has been used to rebuild power
Strategy does not guarantee success – strategy and power do (or more likely to)
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Means > ends, purposeful, conscious, deliberate, thought out choices over key issues and challenges. Also organic, anticipative, self-reflective and iterativeOperationalisation of aims
Not: raison d’etre, aims, opportunism, tactics, description of what do
Issues of scale & coherence ordering
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If definition of US=a) Pro-active – for, pre-emptiveb) Post is reaction to, against, after
Problem as dynamics & complexity of social processes mean that pro-action & reaction are 2 sides of same coin.
Eg reaction can be proactive and v-versa
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Unions are conscious actors but Marx’s dictum ‘men make their own history but not in circumstances of their own choosing’ has enduring relevance
Even if implicitly, unions have conceptualised what their missions (constituencies, theatres) are so that at least they think strategically
Conflation of no US is often one of poor US
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Unions are voluntary, democratic and dynamic organisations
Even oligarchy does not do away with this
Path dependency and bounded rationality ala Marx
Difficulty in constructing resources for implementation – the double shift
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Strategic unionism – SAf, B, SK, P Social democratic unionism Social movement unionism Business unionism Union mobilisation (eg union organising) Partnership (micro-, macro-) Pragmatism – accommodation, compromise Trade unionismBut variation in time, place and social dynamics
can mean these cease to be rational
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Social capital Internal dialogue Organisational intelligence (ordering) Bureaucracy as function (indirect democracy) Authoritative not authoritarian leadership
For realisation (esp. under minimal state/neo-liberalism)
Union commitment and participation Mobilisation and leverage