Quality Unions

Many trade unionists now argue that unions need to break away from the "servicing model" - trying to help people by solving problems for them - and move to actively involving members in finding solutions to the challenges they face. They see thisorganizing model of unionism as the key to revitalizing American labor. A true joint quality initiative embodies the organizing model, with members at all levels and in all lines of work involved in hashing out not only the terms and conditions under which they do their jobs, but also whether those jobs get done, how they get done, and when and by whom.

Issues to consider

While joint activities can lead to great rewards, they also involve significant risks. Participants in redesign efforts must ensure the union's interests are met and principles preserved.

There are several issues that unions must grapple with if they participate in joint activities. These include:

• role conflict - workers might identify more strongly with their employer, at the expense of the union, if they see management paying attention to their problems through participation processes.Likewise, union leaders may lose touch with their members; 
  
  
• lack of real decision-making power -"Labor-management cooperation" may turn out to be simply another gimmick for employers to gain greater control over and effort from workers without providing them with any real power to influence important decisions; and 
  
  
• internal divisions - not everyone will agree that joint partnership with management is appropriate. Union members may oppose joint activities because of low trust, fears that efficiency improvements will lead to layoffs or simple unwillingness to change.

These problems can be minimized by:

• educating participants and potential participants well in advance of the implementation of a joint program, as well as throughout the process; 
  
  
• ensuring that involvement in joint activities does not come at the expense of "traditional" union activities such as processing grievances and other contract administration functions; 
  
  
• retaining the right to disagree and act independently on issues not included in the process, as well as those that remain unresolved; 
  
  
• taking credit for positive results from the joint process - highlighting improvements in working conditions, avoidance of layoffs, and other achievements as examples of the union as an effective force for workplace improvements; 
  
  
• maintaining the union's role as employee advocate by not assuming formal responsibility for control functions like attendance and discipline; 
  
  
• taking the pulse of the rank and file to ensure that they support the goals of the process and are united in the union's strategies and objectives; 
  
  
• ensuring that the union serves as the focal point for employee input into the process, rather than individual workers hand-picked by management; and 
  
  
• developing and implementing an internal organizing plan around the redesign effort. 
  
   
  

Participation and internal organizing

 Government redesign based on the union's principles requires substantial member involvement. In such a joint initiative, the union facilitates worker involvement in activities like work systems analysis, co-worker training, job redesign, problem solving, and similar matters. The effectiveness of worker input in these activities is directly related to the strength of the union, making internal organizing crucial. At the same time, the degree of employee interest in these activities often creates a prime opportunity for internal organizing which can be enhanced if the union:

• seeks a high profile endorsement by the employer of the union's role in the process and seeks other public demonstrations of the employer's acceptance of the union's legitimacy; 
  
  
• provides union activists involved in the program with education in the history and processes of their union and asks them to proudly display their affiliation with the union by wearing lapel pins, buttons, hats, and the like; 
  
  
• communicates the union's activities in both its traditional and collaborative roles and continuously seeks member involvement in its programs; and 
  
  
• publicizes its role in the process through internal and external newsletters, media resources, and conferences. 
  
  

Characteristics of "quality unions"

Many unions have found that, to be most effective in jointly overseeing and managing workplace change, it is helpful to examine their own operations. Labor educators Edward Cohen-Rosenthal and Arthur Shostak have identified several guidelines for "quality unions." They are:

• "develop clear, motivating, strategic, vision and values" - link the union's mission with the needs of today's workers and communicate that mission clearly to members and the public; 
  
  
• "scan the environment and be proactive about change" - plan ahead, set priorities, and make decisions based on complete and accurate information; 
  
  
• "be participative, democratic, and empowering" - gear all activities towards mobilizing and increasing membership; 
  
  
• "create a learning organization grounded in dialogue, awareness, and data" - educate members in the skills necessary for effective participation and the critical issues facing the union; 
  
  
• "communicate with all levels frequently and clearly" - maintain a dialogue between membership and leadership; 
  
  
• "use resources in an effective and leveraged manner" - eliminate waste to increase resources available for key union activities;
  
  
• "commit to continuous union improvement" - in organizing, representation, and use of resources; and 
  
  
• "look to adequacy of systemic response" - look at members as not only workers, but also as
  family members and citizens. 
  
  

(See Edward Cohen-Rosenthal and Arthur Shostak, "Quality Unions", Chapter 4 in Unions, Management, and Quality, 1995 [Chicago: Irwin])