The Great Steel Strike and its Lessons Part 2

International Hod Carriers', Building, and Common Laborers' Union of America

Amalgamated a.s.sociation of Iron, Steel and Tin Workers

International a.s.sociation of Machinists

International Union of Mine, Mill and Smelter Workers

United Mine Workers of America

International Molders' Union of North America

Patternmakers' League of North America

United a.s.sociation of Plumbers and Steam Fitters

Quarry Workers' International Union of North America

Brotherhood Railway Carmen of America

International Seamen's Union of America

Amalgamated Sheet Metal Workers' International Alliance

International Brotherhood of Stationary Firemen and Oilers

International Union of Steam and Operating Engineers

International Brotherhood of Steamshovel and Dredgemen

Switchmen's Union of North America.

This group of unions, lined up to do battle with the Steel Trust, represents the largest body of workers ever engaged in a joint movement in any country. Their members number approximately 2,000,000, and comprise about one-half of the entire American Federation of Labor.

So far, so good. The conference had removed the barriers in the way of the campaign. But when it came to providing the large sums of money and the numerous crews of organizers that were immediately and imperatively needed to insure success, it failed dismally. The internationals a.s.sessed themselves only $100 apiece; they furnished only a corporal's guard of organizers to go ahead with the work; and future reinforcements looked remote.

This was a facer. The original plan of a das.h.i.+ng offensive went to smash instanter, and with it, likewise, the opportunity to organize the steel industry. The slender resources in hand at once made necessary a complete change of strategy. To undertake a national movement was out of the question. The work had to be confined to the Chicago district. This was admittedly going according to wrong principles. The steel industry is national in scope and should be handled as such. To operate in one district alone would expose that district to attacks, waste invaluable time and give the employers a chance to adopt counter measures against the whole campaign. It meant playing squarely into Mr. Gary's hands. But there was no other way out of the difficulty.

The writer had hoped that the favorable industrial situation and the organization of the packing industry, which had long been considered hopeless, would have heartened the trade-union movement sufficiently for it to attack the steel problem with the required vigor and confidence.

But such was not the case. The tradition of defeat in the steel industry was too strong,--thirty years of failure were not so easily forgotten.

Lack of faith in themselves prevented the unions from pouring their resources into the campaign in its early, critical days. The work in the Chicago district was undertaken, nevertheless, with a determination to win the hearty support of Labor by giving an actual demonstration of the organizability of the steel workers.

During the first week of September the drive for members was opened in the Chicago district. Monster meetings were held in South Chicago, Gary, Indiana Harbor and Joliet--all the points that the few organizers could cover. The inevitable happened; eager for a chance to right their wrongs, the steel workers stormed into the unions. In Gary 749 joined at the first meeting, Joliet enrolled 500, and other places did almost as well. It was a stampede--exactly what was counted upon by the movers of Resolution #29. And it could just as well have been on a national scale, had the international unions possessed sufficient self-confidence and given enough men and money to put the original plan into execution. In a few weeks the unions would have been everywhere firmly intrenched; and in a few more the entire steel industry would have been captured for trade unionism and justice.

But now the folly of a one-district movement made itself evident. Up to this time the steel barons, like many union leaders, apparently had viewed the campaign with a skeptical, "It can't be done" air. But events in Gary and elsewhere quickly dissipated their optimism. The movement was clearly dangerous and required heroic treatment. The employers, therefore, applying Mr. Gary's famous "Give them an extra cup of rice" policy, ordered the basic eight hour day to go into effect on the first of October. This meant that the steel workers were to get thereafter time and one half after eight hours, instead of straight time. It amounted to an increase of two hours pay per day but the actual working hours were not changed. It was a counter stroke which the national movement had been designed to forestall.

Although this concession really spelled a great moral victory for the unions its practical effect was bad. Just a few months before the United States Steel Corporation had publicly announced that, come what might, there would be no basic eight hour day in the steel industry. Its sudden adoption, almost over night, therefore, was a testimonial to the power of the unions. But this the steel workers as a whole could not realize.

In the Chicago district, where the campaign was on, they understood and gave the unions credit for the winning; but in other districts, where nothing had been done, naturally they believed it a gift from the companies. Had the work been going on everywhere when Mr. Gary attempted this move, the workers would have understood his motives and joined the unions _en ma.s.se_,--the unions would have won hands down. But with operations confined to one district he was able to steal the credit from the unions, partially satisfy his men, and strip the campaign of one of its princ.i.p.al issues. No doubt he thought he had dealt it a mortal blow.

IV.

FLANK ATTACKS

A SEA OF TROUBLES--THE POLICY OF ENCIRCLEMENT--TAKING THE OUTPOSTS--ORGANIZING METHODS--FINANCIAL SYSTEMS--THE QUESTION OF MORALE--JOHNSTOWN

Pittsburgh is the heart of America's steel industry. Its pre-eminence derives from its splendid location for steel making. It is situated at the point where the Allegheny and Monongahela rivers join their murky waters to form the Ohio, this providing excellent water transportation.

Immense deposits of coal surround it; the Great Lakes, the gateway to Minnesota's iron ore, are in easy reach; highly developed railway facilities make the best markets convenient. In the city itself there are only a few of the larger steel mills; but at short distances along the banks of its three rivers, are many big steel producing centers, including Homestead, Braddock, Rankin, McKeesport, McKees Rocks, Duquesne, Clairton, Woodlawn, Donora, Midland, Vandergrift, Brackenridge, New Kensington, etc. Within a radius of seventy-five miles lie Johnstown, Youngstown, Butler, Farrell, Sharon, New Castle, Wheeling, Mingo, Steubenville, Bellaire, Wierton and various other important steel towns. The district contains from seventy to eighty per cent. of the country's steel industry. The whole territory is an amazing and bewildering network of gigantic steel mills, blast furnaces and fabricating shops.

It was into this industrial labyrinth, the den of the Steel Trust, that the National Committee for Organizing Iron and Steel Workers moved its office on October 1, 1918, preparatory to beginning its work. Success in the Chicago district had made it imperative to overcome the original tactical blunder by extending the campaign, just as quickly as possible, to a national scope.

The outlook was most unpromising. Even under the best of circ.u.mstances the task of getting the enormous army of steel workers to thinking and acting together in terms of trade unionism would be tremendous. But the disastrous mistake of not starting the campaign soon enough and with the proper vigor multiplied the difficulties. Unfavorable winter weather was approaching. This was complicated by the influenza epidemic, which for several weeks suspended all public gatherings. Then came the end of the war. The workers had also just been given the basic eight hour day. All these things tended to still them somewhat and to weaken their interest in organization. What was left of this interest was almost entirely wiped out when the mills, dependent as they were on war work, began to slacken production. The workers became obsessed with a fear of hard times, a timidity which was intensified by the steel companies'

discharging every one suspected of union affiliations or sympathies.

And to cap the climax, the resources of the National Committee were still pitifully inadequate to the great task confronting it.

But worst of all, the steel companies were now on the _qui vive_. The original plan had been conceived to take them by surprise, on the supposition that their supreme contempt for Labor and their conceit in their own power would blind them to the real force and extent of the movement until it was too late to take effective counteraction. And it would surely have worked out this way, had the program been followed.

But now the advantage of surprise, vital in all wars, industrial or military, was lost to the unions. Wide awake and alarmed, the Steel Trust was prepared to fight to the last ditch.

Things looked desperate. But there was no other course than to go ahead regardless of obstacles. The word failure was eliminated from the vocabulary of the National Committee. Preparations were made to begin operations in the towns close to Pittsburgh. But the Steel Trust was vigilant. It no longer placed any reliance upon its usual methods--its welfare, old age pension, employees' stockholding, wholesale discharge, or "extra cup of rice" policies--to hold its men in line, when a good fighting chance to win their rights presented itself to them. It had gained a wholesome respect for the movement and was taking no chances.

It would cut off all communication between the organizers and the men.

Consequently, its lackey-like mayors and burgesses in the threatened towns immediately held a meeting and decided that there would be no a.s.semblages of steel workers in the Monongahela valley. In some places these officials, who for the most part are steel company employees, had the pliable local councils hurriedly adopt ordinances making it unlawful to hold public meetings without securing sanction; in other places they adopted the equally effective method of simply notifying the landlords that if they dared rent their halls to the American Federation of Labor they would have their "Sunday Club" privileges stopped. In both cases the effect was the same--no meetings could be held. In the immediate Pittsburgh district there had been little enough free speech and free a.s.sembly for the trade unions before. Now it was abolished altogether.

At this time the world war was still on; our soldiers were fighting in Europe to "make the world safe for democracy"; President Wilson was idealistically declaiming about "the new freedom"; while right here in our own country the trade unions, with 500,000 men in the service, were not even allowed to hold public meetings. It was a worse condition than kaiserism itself had ever set up. This is said advisedly, for the German workers were at least permitted to meet when and where they pleased. The worst they had to contend with was a policeman on their platform, who would jot down "seditious" remarks and require the offenders to report next day to the police. I remember with what scorn I watched this system in Germany years ago, and how proud I felt to be an American. I was so sure that freedom of speech and a.s.sembly were fundamental inst.i.tutions with us and that we would never tolerate such imposition. But now I have changed my mind. In Pennsylvania, not to speak of other states, the workers enjoy few or no more rights than prevailed under the czars. They cannot hold meetings at all. So far are they below the status of pre-war Germans in this respect that the comparative freedom of the latter seems almost like an unattainable ideal. And this deprival of rights is done in the name of law and patriotism.

In the face of such suppression of const.i.tutional rights and in the face of all the other staggering difficulties it was clearly impossible for our scanty forces to capture Pittsburgh for unionism by a frontal attack. Therefore a system of flank attacks was decided upon. This resolved itself into a plan literally to surround the immediate Pittsburgh district with organized posts before attacking it. The outlying steel districts that dot the counties and states around Pittsburgh like minor forts about a great stronghold, were first to be won. Then the unions, with the added strength, were to make a big drive on the citadel.

It was a far-fetched program when compared with the original; but circ.u.mstances compelled it. An important consideration in its execution was that it must not seem that the unions were abandoning Pittsburgh.

That was the center of the battle line; the unions had attacked there, and now they must at least pretend to hold their ground until they were able to begin the real attack. The morale of the organizing force and the steel workers demanded this. So, all winter long ma.s.s meetings were held in the Pittsburgh Labor Temple and hundreds of thousands of leaflets were distributed in the neighboring mills to prepare the ground for unionization in the spring. Besides, a lot of noise was made over the suppression of free speech and free a.s.semblage. Protest meetings were held, committees appointed, investigations set afoot, politicians visited, and much other more or less useless, although spectacular, running around engaged in. These activities did not cost much, and they camouflaged well the union program.

But the actual fight was elsewhere. During the next several months the National Committee, with gradually increasing resources, set up substantial organizations in steel towns all over the country except close in to Pittsburgh, including Youngstown, East Youngstown, Warren, Niles, Canton, Struthers, Hubbard, Ma.s.sillon, Alliance, New Philadelphia, Sharon, Farrell, New Castle, Butler, Ellwood City, New Kensington, Leechburg, Apollo, Vandergrift, Brackenridge, Johnstown, Coatesville, Wheeling, Benwood, Bellaire, Steubenville, Mingo, Cleveland, Buffalo, Lackawanna, Pueblo, Birmingham, etc. Operations in the Chicago district were intensified and extended to take in Milwaukee, Kenosha, Waukegan, De Kalb, Peoria, Pullman, Hammond, East Chicago, etc., while in Bethlehem the National Committee amplified the work started a year before by the Machinists and Electrical Workers.

Much of the success in these localities was due to the thoroughly systematic way in which the organizing work was carried on. This merits a brief description. There were two cla.s.ses of organizers in the campaign, the floating and the stationary. Outside of a few traveling foreign speakers, the floating organizers were those sent in by the various international unions. They usually went about from point to point attending to their respective sections of the newly formed local unions, and giving such a.s.sistance to the general campaign as their other duties permitted. The stationary organizers consisted of A. F. of L. men, representatives of the United Mine Workers, and men hired directly by the National Committee. They acted as local organizing secretaries, and were the backbone of the working force. The floating organizers were controlled mostly by their international unions; the stationary organizers worked wholly under the direction of the National Committee.

Everywhere the organizing system used was the same. The local secretary was in full charge. He had an office, which served as general headquarters. He circulated the National Committee's weekly bulletin, consisting of a short, trenchant trade-union argument in four languages.

He built up the ma.s.s meetings, and controlled all applications for members.h.i.+p. At these ma.s.s meetings and in the offices all trades were signed up indiscriminately upon a uniform blank. But there was no "one big union" formed. The signed applications were merely stacked away until there was a considerable number. Then the representatives of all the trades were a.s.sembled and the applications distributed among them.

Later these men set up their respective unions. Finally, the new unions were drawn up locally into informal central bodies, known as Iron and Steel Workers' councils. These were invaluable as they knit the movement together and strengthened the weaker unions. They also inculcated the indispensable conception of solidarity along industrial lines and prevented irresponsible strike action by over-zealous single trades.

A highly important feature was the financial system. The handling of the funds is always a danger point in all working cla.s.s movements. More than one strike and organizing campaign has been wrecked by loose money methods. The National Committee spared no pains to avoid this menace.

The problem was an immense one, for there were from 100 to 125 organizers (which was what the crew finally amounted to) signing up steel workers by the thousands all over the country; but it was solved by the strict application of a few business principles. In the first place the local secretaries were definitely recognized as the men in charge and placed under heavy bonds. All the application blanks used by them were numbered serially. They alone were authorized to sign receipts[5] for initiation fees received. Should other organizers wish to enroll members, as often happened at the monster ma.s.s meetings, they were given and charged with so many receipts duly signed by the secretaries. Later on they were required to return these receipts or three dollars apiece for them. The effect of all this was to make one man, and him bonded, responsible in each locality for all paper outstanding against the National Committee. This was absolutely essential. No system was possible without this foundation.

The next step was definitely to fasten responsibility in the transfer of initiation fees from the local secretaries to the representatives of the various trade unions. To do so was most important. It was accomplished by requiring the local secretaries to exact from these men detailed receipts, specifying not only the amounts paid and the number of applications turned over, but also the serial number of each application. Bulk transfer of applications was prohibited, there being no way to identify the paper so handled.

The general effect of these regulations was to enable the National Committee almost instantly to trace any one of the thousands of applications continually pa.s.sing through the hands of its agents. For instance, a steel worker who had joined at an office or a ma.s.s meeting, hearing later of the formation of his local union, would go to its meeting, present his receipt and ask for his union card. The secretary of the union would look up the applications which had been turned over to him. If he could not find one to correspond with the man's receipt he would take the matter up with the National Committee's local secretary.

The latter could not deny his own signature on the receipt; he would have to tell what became of the application and the fee. On looking up the matter he would find that he had turned them over to a certain representative. Nor could the latter deny his signature on the detailed receipt. He would have to make good.

To facilitate the work, district offices were established in Chicago and Youngstown. Organizers and secretaries held district meetings weekly. Local secretaries at points contiguous to these centers reported to their respective district secretaries. All others dealt directly with the general office of the National Committee.