Source: Labor Notes, November 2019
From the introduction:
A good strike is an exercise of power, not just a rowdier form of protest. There is something you want, and a decision-maker who could give it to you but doesn’t want to. The point of the strike is to make it harder for this decision-maker to keep saying no—and easier for the decision-maker to stop the pain by saying yes.
For a private-sector employer, the primary way a strike exerts power is by hurting profits.
For a public-sector employer, it is by interfering with the normal functions of public service and creating a political crisis that elites must respond to.
It’s essential to carefully appraise all the forms of power, or leverage, the union can muster. Don’t hit the bricks without assessing what it will take to win.
Once your leverage is identified, you’ll have to do the organizing legwork to make it real. Leverage is only potential until you bring it to life. The union will rely on its own internal solidarity to remain united in the face of intimidation and to generate widespread solidarity from others. The advice in the rest of this manual is designed to build that internal and external solidarity.
But the best organizing in the world may fail to move your employer if you don’t start with a solid plan to win. That’s an analysis of how the actions by workers and supporters will add up to enough pressure to make the decision-maker back down.