Tag Archives: no-strike clauses

Nolan’s The Hammer, Blanc’s We Are the Union, and the Question of Rank-and-File Leadership

“A union is a great way to meet new people, and argue with them,” writes Hamilton Nolan in his 2024 book The Hammer: Power, Inequality, and the Struggle for the Soul of Labor. Nolan rightfully emphasizes the value of workplace democracy and its many opportunities for constructive argument in building a union movement to fight capitalism.

Books and blogs are also great ways for organizers to interact with lots of people, and argue with them. Democracy, or more accurately in this context, a productive discourse of back and forth, exploration, and experimentation is something the labor movement doesn’t have nearly enough of. Partly this is due to a dearth of good writing about strategy in the labor movement today.

Nolan’s The Hammer and Eric Blanc’s 2025 book We Are the Union: How Worker-to-Worker Organizing is Revitalizing Labor and Winning Big are well-written and carefully argued. In this way they are exactly the kind of books that we need more of to create a culture of informed and healthy debate on the labor left.

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The Contradictions of Paid Staff in the Union Movement, Part I

[This article was originally written for the Industrial Worker and is part of my series on union organizational structures.]

A recent report on unions in the US decried their lack of investment in organizing despite immense and growing assets. Unions have nearly doubled their net assets from $15 billion in 2010 to $29 billion as of 2020 but have also cut their staff by 19% and lost 3.2% of their membership over that period. The report calls for a massive investment of union resources in organizing, including hiring 20,000 more union organizers at an annual cost of $1.4 billion.

Why aren’t unions aggressively organizing if doing so would increase their membership numbers and dues income? Would hiring 20,000 more staff super-charge organizing and lead to a resurgence in labor militancy and victories?

Many union members reading this probably belong to unions that are considering raising dues to pay for more staff. This is a constant conversation among leadership in my mainstream union, and the justification for higher dues and more staff is usually that they are needed to organize for the next big contract campaign or to launch some political initiative.

You can probably sense my lack of enthusiasm for such plans, though I don’t want to reduce the issue to a knee-jerk reaction against paying more dues. How much unions collect in dues, how they spend those dues, and how they use staff raises much more fundamental questions about the union movement. 

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