ORGANISING Arbolitos worker networks Talking to apathetic or

ORGANISING • Arbolitos (worker networks) • Talking to apathetic or fearful workers

ARBOLITOS AND TALIKING TO APATHETIC WORKERS 2

Arbolitos (worker networks) 3

Basic guidelines for arbolitos (worker networks) • 5 -7 specific workers are assigned to one person (the communicator). • Communication is person-to-person and one -to-one. • Exchange regular, agreed-upon messages. • Give feedback before and after major events or actions. ARBOLITOS (WORKER NETWORKS) 4

Why do we call worker networks “arbolitos” (little trees)? • Trees start small • Trees grow • There are lots of branches • Patience helps • Gardening needs a lot of time and patience • Constant pruning is important • Sometimes there are more leaves, sometimes fewer … and ITF unions in Argentina, Chile, Ecuador and Peru use the word. ARBOLITOS (WORKER NETWORKS) 5

What are the different types of communication that the union uses with workers? • Newsletters and leaflets • Websites • Telephone calls • Email messages • Text messaging • Social networking websites • Media (eg, television, radio, newspaper) • Person-to-person contact • Meetings Which do we use the most? Which allows the most feedback from workers? Which is best when workers are afraid or lack knowledge about unions? ARBOLITOS (WORKER NETWORKS) 6

Think about a union workplace that you know. Which group is the largest? • Workers who are actively involved in the union • Uninvolved workers • Workers who are actively anti-union ARBOLITOS (WORKER NETWORKS) 7

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Why is the arbolitos (worker networks) benchmark important? ARBOLITOS (WORKER NETWORKS) 9

If there are 100 workers and 5 willing communicators, which will work better? 5 communicators talk to 20 workers each. talk to 5 -7 workers each. Are all workers covered? ARBOLITOS (WORKER NETWORKS) 10

Start small • No more than 5 -7 people each. • Allocate the time for constant updating and changes. • Use the arbolitos or they will fall into disrepair. • Arbolitos will be more difficult to rebuild if not used the first time. ARBOLITOS (WORKER NETWORKS) 11

Example Goal: 70 people talking to 350 flight attendants ARBOLITOS (WORKER NETWORKS) 12

We can sort workers for arbolitos by: • Home address or postcode • Work teams • Who knows who • Work area • Transport to and from work • Shift • Type of work • Other ARBOLITOS (WORKER NETWORKS) 13

Accountability and mutual support • Get regular reports from all communicators. • Do spot checks to make sure that the correct message has been communicated. • Gather feedback after major actions or events. ARBOLITOS (WORKER NETWORKS) 14

If the communicator does not speak to their people… • Reassign the work or leave it undone until someone else comes forward. If a communicator does speak to their people… • Give support, recognition and educational opportunities. ARBOLITOS (WORKER NETWORKS) 15

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When there is fear… When workers will be facing pressure from the employer, we do not need to talk openly about the union. Instead strengthen social relationships and discuss working conditions or any other topic of interest. ARBOLITOS (WORKER NETWORKS) 19

How to build “underground” arbolitos • Keep the arbolitos small, with 2 -3 workers instead of 5 -7. • The communicators only keep in contact with those workers they trust and one organiser. • Only the organiser will know which workers are supporting the union. ARBOLITOS (WORKER NETWORKS) 20

Surveys • Be careful that surveys do not altert the employer to your union activity before you are ready. • Keep them verbal and short, with only one or two questions. • Report the results when you are ready Has your workload increased in the last 3 months? [ ]Yes [ ]No Has your workload had a negative impact on the quality of your work? [ ]Yes [ ]No Why do you like to work for the company? _______________________ Example: “ 85% say their workload has increased and 75% say this had a negative impact on the quality of their work. ARBOLITOS (WORKER NETWORKS) 21

To build arbolitos, we need to find people who can be communicators and coordinators, workers who will lead the organising. What qualities do we look for in leaders? ARBOLITOS (WORKER NETWORKS) 22

Two simple criteria can help us identify leaders: 1. Leaders have followers 2. Leaders do the work to help build the union. To identify leaders, ask workers whom they rely on when there are problems and who organises social events. To identify leaders, ask workers to do small tasks, and then you can spend time with those who complete the tasks. Leaders are not necessarily the most outspoken or even the ones most in favour of the union. ARBOLITOS (WORKER NETWORKS) 23

Recruiting communicators and co-ordinators Explain the need to organise Ask who is willing to help Who knows anyone from the non-union or uninvolved areas? Who is willing to help talk to other workers? Ask for help during: • Union events • Workplace visits • Meetings • Individual conversations • Lunch and break times • Other ARBOLITOS (WORKER NETWORKS) 24

Under-represented groups • List the types of workers that are underrepresented in the union (by age, work location or area, shift, type of work, language, culture, gender etc). • Work to recruit communicators who can talk to workers in their own languages and are familiar with their cultures. ARBOLITOS (WORKER NETWORKS) 25

Arbolitos support union structures; they do not replace them • Workplace delegates and union leaders help recruit, train and support the arbolitos. • Arbolitos can assist workplace delegates. ARBOLITOS (WORKER NETWORKS) 26

Building trust • Worker networks help us deepen our relationships and place these deeper relationships within the union structure. • The more workers trust each other, the easier it is to organise. ARBOLITOS (WORKER NETWORKS) 27

ACTIVITY: Planning an arbolito (worker network) Aim: To plan how arbolitos (worker networks) will be used in your organising. Tasks: Select a facilitator and timekeeper. • Describe the workplace leadership structure of your union. How can we involve these leaders in the creation of the arbolitos? • How many communicators will we need? How many do we have now? Do we need people to be co-ordinators? • How will we recruit, train and support these people? • What information will we need to collect, and how will we keep and maintain records? • What problems might arise? How will we overcome these problems? • Review the arbolitos work plan form, and prepare to share your ideas on how to fill out the form. ARBOLITOS (WORKER NETWORKS) 28

ACTIVITY: Arbolitos (worker networks) work plan form ARBOLITOS (WORKER NETWORKS) 29

Anything else to discuss regarding arbolitos (worker networks)? ARBOLITOS (WORKER NETWORKS) 30

Talking to apathetic or fearful workers 31

Talking to workers • Listen, listen. • 80/20: Listening vs talking. • Ask open-ended questions. TALKING TO APATHETIC OR FEARFUL WORKERS 32

Listening How do you know if someone is listening? How do you know if they are not listening? TALKING TO APATHETIC OR FEARFUL WORKERS 33

Listening Not listening • Body language • Allowing silences • Showing respect, especially when you disagree • Asking questions • Repeating what you heard and asking if you understood correctly • Guessing what the person is going to say • Interrupting • Thinking up suggestions • Agreeing with everything said • Changing the subject or joking around TALKING TO APATHETIC OR FEARFUL WORKERS 34

Don’t open with the word “union” if it will close down the conversation • When workers are afraid, or when they are uncertain where they are coming from, you don’t need to use the word “union”. • You can still have a good conversation about working conditions. • Focus on building trust and strong relationships. TALKING TO APATHETIC OR FEARFUL WORKERS 35

When workers are afraid of firings, retaliation or violence • Listen deeply. • Provide an open ear, support and solidarity. • Workers will make their own decisions about how much risk to take and when, and their risk levels are likely to change with time and circumstance. TALKING TO APATHETIC OR FEARFUL WORKERS 36

You don’t have to know everything If you don’t know the answer to a question, tell the person that you will find out and get back to them. TALKING TO APATHETIC OR FEARFUL WORKERS 37

Framework for an organising conversation • Anger • Hope • Action TALKING TO APATHETIC OR FEARFUL WORKERS 38

What the organiser is doing Anger overcomes fear Hope overcomes Making plans apathy Action What the organiser is asking Identifying the worker’s problems Getting a commitment TALKING TO APATHETIC OR FEARFUL WORKERS 39

What the organiser is doing What the organiser is asking Identifying the worker’s problems How are things going? What do you think about __________? What do you like about working here? Anger overcomes fear Hope overcomes Making plans apathy Action Getting a commitment What might we do to improve things? What have you or others done to try to change things in the past? What can you do to help? Who else could I talk to about this? Can we talk again? TALKING TO APATHETIC OR FEARFUL WORKERS 40

Do not get into an argument or try to convince Organiser: “It won’t take too much of your time…” Worker: “She doesn’t understand. I have three young children. ” Organiser: “If we all join together, we can change things…” Worker: “He obviously hasn’t talked to my coworkers yet. ” You want the worker focused on what they are concerned about, not all the reasons why it is so difficult to get involved. TALKING TO APATHETIC OR FEARFUL WORKERS 41

When the worker says no, return to your first questions Aren’t you still concerned about _______? Is it that you think we can’t do anything if we get together? TALKING TO APATHETIC OR FEARFUL WORKERS 42

What the organiser is doing What the organiser is asking Identifying the worker’s problems How are things going? What do you think about __________? What do you like about working here? Anger overcomes fear Hope overcomes Making plans apathy Action Getting a commitment What might we do to improve things? What have you or others done to try to change things in the past? What can you do to help? Who else could I talk to about this? Can we talk again? TALKING TO APATHETIC OR FEARFUL WORKERS 43

If the worker still says no… • Don’t argue. Both of you will get frustrated. • Maybe you can connect on other issues: - How long have you done this work? - What do you enjoy about your work? - What have you heard about the unions? - What do you like to do in your free time? • Leave the door open for you or someone else to TALKING TO APATHETIC OR FEARFUL talk to them again. WORKERS 44

Why do we stay involved in the labour movement? Think about a specific personal, labour, community or family story or experience that explains your involvement. • How and why did you get involved in your union? • Can you identify a particular time or event when you knew that you wanted to become more involved? • What is your vision for the union and the labour movement? Does this vision help you stay involved? Share your stories and experiences. TALKING TO APATHETIC OR FEARFUL WORKERS 45

How can we deepen our relationships with other workers? TALKING TO APATHETIC OR FEARFUL WORKERS 46

How can we deepen our relationships with other workers? One way is to share with each other why we are involved in the union. • What is the other person’s story? Is it similar or different to ours? • What is their vision of the union or the power of the collective? Is it similar or different to ours? TALKING TO APATHETIC OR FEARFUL WORKERS 47

What will workers say and do when you approach them? TALKING TO APATHETIC OR FEARFUL WORKERS 48

ACTIVITY: Practising talking to workers Aim: To practise talking to workers who are apathetic or fearful. Tasks: Select a facilitator and timekeeper. Discuss which workers you will find most difficult to get involved in the union. Decide what you might ask these workers to do (eg, come to an event, go with you to talk to other workers they trust, agree to talk again with you). Select three people to play these roles: union organiser, a worker and an observer. The observer will note whether the organiser is listening 80/20. Practice asking the worker to become involved. The most important thing is to use your own personality and way of talking. But do listen. Prepare to share any helpful thoughts and ideas from you practice. TALKING TO APATHETIC OR FEARFUL WORKERS 49

Anything else to discuss regarding talking to apathetic or fearful workers? TALKING TO APATHETIC OR FEARFUL WORKERS 50