In any case, having a plan for the year doesn't mean that each day won't involve critical decisions about such things as numbers of people needed at work, numbers of hours of operation, or implementation of innovations. And of course, this must all be accomplished consistently with participatory values. Jesse Owens Airport chose to divide into units much like those in contemporary airports-shops in terminals, building maintenance, airplane maintenance, flight control and scheduling, passenger meals and other services, and so on. Each unit has its own council whose internal structures may be simple or rather complicated including separate councils for subunits and work teams. At Jesse Owens, larger councils meet monthly requiring only that representatives attend.
Meetings focus primarily on policy problems and difficult personnel questions.
When major changes are requested, councils employ the updating procedures discussed in chapter 6 and further in chapter 9. Therefore, these positions would not be held permanently so it would not be the case that some people consistently make decisions for others to carry out. Decisions about personnel assignments and hiring new workers from applicants or releasing workers to other enterprises where they would be more valuable would be made by personnel committees whose staffs would also have other assignments to balance the quality of their work complexes. Disputes would certainly arise about such things as irresponsibility, lack of effort, bossiness, etc. Under capitalism, at best such disputes are handled by grievance committees with union reps committed to defending employees no matter what the facts may be, and management trying to get rid of strong union members, intimidate employees, and sanction workers.