Category Archives: 1-on-1 Organizing Conversations

Don’t Blame Coworkers and Give Them Space to Say No

[This post is part of my series on 1-on-1 conversations.]

There are two standards that I hold myself to that have become absolutely central to everything I do in my union organizing. First, I never blame my coworkers for not being involved or not caring. Second, whenever I invite a coworker to be involved or to share their opinion, I always give them as much space as possible to decline or disagree.

This might seem counterintuitive. If the point of organizing is for more coworkers to be involved, isn’t it their fault if they don’t get involved? Similarly, shouldn’t I be finding more ways to get coworkers to say yes and agree rather than say no and disagree?

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U Is for Uplift

[This post is part of a series on 1-on-1 organizing conversations. Check out the intro post here to see an overview of the whole framework.]

Introduction

The uplift part of AEIOU is where we follow-up and check in with people. Sometimes we’re following up specifically about tasks and sometimes we’re checking in generally about how their organizing and life is going.

In the previous post in this series on the “organize” part of AEIOU, I highlighted how we should avoid as much as possible leaving new people on their own to organize. There’s many steps to take from first getting involved to becoming experienced and knowledgeable about the many aspects of organizing, and taking each step in community with others helps foster relationships and share best practices. But no matter how collective we make organizing, there are still countless moments where people have to do something on their own, where they have to overcome some part of themselves and their environment using their own resources and confidence.

When people complete a task for the first time, it’s good to follow-up and debrief with them about how it went. When people don’t complete a task, it’s good to follow-up and see if there’s anything you can do to support them. A lot of the same concepts used for task follow-up can also be applied to general check-ins.

Life is hard, workplaces are complex, coworkers are complicated, capitalism is a big, bad jerk, and sometimes organizing doesn’t go as planned. Uplift is about staying in relationship with people through the ups and downs of organizing.

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O Is for Organize

[This post is part of a series on 1-on-1 organizing conversations. Check out the intro post here to see an overview of the whole framework.]

Introduction

The organize part of AEIOU in 1-on-1s is about getting people involved in the concrete tasks of organizing. After having agitated with someone around grievances, created a plan in educate, considered the boss’s next moves and addressed people’s fears in inoculate, you are in position to put the rubber to the road. “What do we do now?”

Just as workplace problems are complex, so are workplace solutions involving collective action. The organizer can help break the problem down into chunks and separate the solution out into a series of manageable tasks. In supporting people who are new to organizing and motivated to solve problems at work, the organizer’s role is to discuss with people what needs to be done and how to do it.

One of the contradictions of being an organizer is the opposition between the speed and effectiveness of doing things yourself vs. taking the time to show others how to do things. Everything an organizer does can be done by someone else, and if the organizer already knows how to do it, the aims of the organizing will be served in the long-term by showing someone else how to do things instead of doing them oneself. 

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I Is for Inoculate

[This post is part of a series on 1-on-1 organizing conversations. Check out the intro post here to see an overview of the whole framework.]

Introduction

It’s often said that union campaigns are won or lost on the strength of their inoculation. Like rough-housing children, organizing is all fun and games until someone gets hurt, and then shit gets serious real fast. 

When organizing workers are attacked by the boss and haven’t been prepared for it, the threat of the loss of a job can make even the most courageous worker fall into line. This should be expected and is why inoculation is so important.

As discussed briefly in my introduction to organizing conversations post, the inoculate part of AEIOU is about anticipating and preparing for the boss’s next move and dealing with people’s fears. In high-profile and more traditional unionization drives, professional union-busters are often used to supplement the boss’s aggression and to intimidate workers into voting no on union representation. For those who find yourselves facing union-busting consultants, knowing what to expect from them and how to fight them is critically important and has been discussed widely elsewhere. 

But the organizing approach advocated on this blog often takes other forms, such as organizing in a workplace already formally represented by a union or organizing in a non-unionized workplace without the goal of union representation. In these and other cases, boss aggression against workers often looks different than having big union-busters show up at work. In this post I’ll go deeper into inoculation as it occurs at the level of workers taking direct action themselves, irrespective of if it’s connected to a formal unionization drive.

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Building Relationships with Coworkers Is the Precondition to All Good Organizing

[This piece belongs to both my blog post series on 1-on-1 organizing conversations and my blog post series on relationship-based organizing.]

There’s one main mistake people make when they start organizing their workplaces that’s responsible for more stumbles, setbacks, and losses than any other: they don’t really get to know people before they try to take direct action with them.

If people don’t know each other, how can they be expected to take risks together, especially when breaches of trust can put everyone in danger? Some coworkers get cold feet, those who are on the fence never really get involved, and those who appear most committed fall off or burn out.

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