Punching Out: One Year in a Closing Auto Plant

Prior studies have documented how deindustrialization poses a bleak outlook for both individuals and their communities: longterm unemployment, elevated poverty, and the erosion of once vital areas. What can people do to mitigate the effects of declining industries that once employed several generations of workers? More importantly, how can collective action help transform society into realizing diverse interests, rather than just a few, narrowly defined interests? Jeremy Brecher’s Banded Together: Economic Democratization in the Brass Valley shares a much-needed account of how such efforts unfold in Western Connecticut’s Naugatuck Valley, a community known for its brass manufacturing since the 1800s. An historian by training, documentarymaker, and resident of Naugatuck Valley for three decades, Brecher conducted over 100 interviews with leaders, staff, and locals for this book. He also conducted archival research and attended over 100 meetings as a participant-observer. The interviews provide the bulk of the data for his case studies of collective action regarding job preservation, job creation, and the construction of affordable housing via more democratic forms of organization. The challenges confronting Naugatuck Valley are depressingly familiar even to the most vibrant of communities and cities: multinational companies take over locallyowned factories and treat these as commodities, rather than as sources of livelihoods and identities, job prospects shift to the poorly-compensated service sector, and longtime renters face rising housing costs as developers deplete the affordable housing stock by converting rental units into condominiums. On the other hand, an influx of new residents poses another challenge that could potentially reinvigorate the community: how to integrate newcomers and incorporate their interests. Rather than relying upon the state or the market to address these issues, Naugatuck Valley residents organized to pursue mutual interests via collectivities run by the community, employees, or residents. Brecher posits that three conditions are necessary for such ‘‘local action’’ and ‘‘democratic economic vision’’—‘‘grassroots organization, democratically controlled enterprises, and supportive public policies’’ (p. xxi). Brecher first recounts how existing organizations, with the help of Ken Gladstone, a community organizer trained in Alinskyite organizing, formed the Naugatuck Valley Project (NVP) in the 1980s. Rather than focusing on one particular project, this ‘‘community alliance’’ has promoted grassroots organizing to revitalize their area. The NVP both formed new ties and built upon existing network ties in the workplace and small businesses, unions, churches and other organizations; this collective identified existing problems and possible solutions. Brecher describes how Gladstone deploys Alinskyite techniques for the unfamiliar ends of economic development—in this community, creating jobs or housing through corporations owned and run by residents. The Alinskyite techniques involve listening to locals to identify issues, selecting possible leaders, and then organizing collectivities to address these issues. These techniques use the power of organized groups—in these cases, residents, and workers—who otherwise have difficulties as individuals eliciting accountability to their interests from the state or their workplaces. The resulting redefined relations help democratize a political process that previously only catered to elite interests. To support his claims, Brecher delves into several case studies to illuminate the challenges, setbacks, and rewards of selforganizing. The first case illustrates how employees need support in honing their selfmanaging skills, but also shares individuals’