In contrast, representation in the federal workplace has steadily grown since President Kennedy initiated the labor-management program in 1962. Although federal unions have grown and thrived in the adversarial arena, they need a new route to success in the 21st century. Antagonistic relationships are narrowly focused on fixing harm done in the past. Ill will between labor and management often develops during initial union organizing efforts. After all, organizers usually are responding to a call from a few dissatisfied employees.
Unions often characterize such workplace complaints as the norm in order to expand their membership.
They create a community that promises protection from management by becoming a counter-force to arbitrary behavior and unilateral decisions. Since unions and management are competing for the allegiance of the same individuals, election campaigns are competitive and contentious. The rhetoric of a campaign often becomes personal, creating anger, distrust and a desire to get even. Managers fear losing decision-making control if a union campaign is successful. The atmosphere of distrust continues during contract negotiations.