The labor journal. [volume] (Everett, Wash.) 1909-1976, 1913-12-19
cUREFoR STRIKES
The Gentle Art of Industrial Con
Citation.
TIME FOR lNTERCESSI0N.
The Crucial Time For Intervention Is
When Both Parties Are Determined
to Make No Move That Might Show
Weakness--Managin a Conference.

to Make No Move That Might Show
Weakness--Managing Conference.
In most cases of industrial dispute
the strained relations existing between
the parties concerned cause both to re-
frain from any action in the direction
of conciliation. Such a move on the
part of either might be construed by
the other as sign of weakness. This
is the proper moment for the interven.
ton of mediator or mediators in
whom both sides have confidence. 1t
may be that neither side has quite
considered the possible consequences
of the impending struggle. The en-
ployers may not appreciate the great
staying power of the strikers when
they are once aroused, while the en-
ployed on their part may not have full
ly weighed the loss to them in wages
and the permanent injury that may
result to the industry from a long
strike. with its tendency to throw
trade into competing markets. The
trained conciliator, having opened the
way for consultation, first makes these
matters clear to both sides in separate
conferences. He then tries to bring
about a joint conference between the
two parties or their representatives.
A great deal Of art is often required
to accomplish this. The employers
frequently refuse to meet representa-
tives of their workers. Then employees
at times may also decline to meet the
"pig headed" employers. "We've made
our demands" they exclaim. cts
that or nothing. Well teach the boss
a lesson The mediator having care
fully weighed both sides of the case,
must use considerable diplomacy to
overcome these objections in order to
bring about the much to be desired
conference. In these delicate situa-
lions where conference has been de-
clined one man cannot always influ-
ence both sides. Two mediators are
then required, one in good standing
with the employers and one having the
confidence of the workers. These two
men must also have full faith in each
other and pull together like a good
team.
The employer, however. may fear
that the conference suggested will be
construed as recognition" of the I'M
ion. (Such distinction may seem like
child's play, but many strike has
been prevented by intelligent appre-
citation of just such fine distinctions
tv,fn ,al
gathering of a nature that precludes
recognition may be arranged. The
plan works out in about the following
way: The conciliator, who must be
disinterested person having the en-
ployers' confidence asks the employers
to appoint a committee to meet him
on neutral ground. Employers threat
ened with strike will usually accept
such an invitation. The conciliator
then suggests that. without recogni-
ton. representatives of the employed
may be present at the meeting. AS
there is prospect Of thus preventing
the threatened strike, the employers
usually raise no objection. If objec-
ton is made. however. the suggestion
is withdrawn and an alternate propo-
sition is made by the conciliator-
namely. that the representatives Of the
workers SHOULD not be present at the
conference, but convene in an adjoin-
ing room. This removes even the SEM
blance of recognition and yet gives al
most as great an opportunity for
bringing about an agreement.
Should it be feasible to secure direct
conference between the parties the
course is naturally simpler and more
quickly effective. In this case they
are duly gathered together in one
room. One of the conciliators assumes
the craftsmanship and proceeds to
make a simple statement of the situa-
ton in a fair and friendly way in or
der to relieve the tension and estab
fish favorable atmosphere for con-
Citation He is careful to free both
sides from any responsibility in bring
ing about the conference and explains
that no statements made during the
meeting will be used against either
party.
The facts of the case are then care.
fully elected for the purpose Of arriv-
ing at an exact understanding of the
differences that exist Each difficulty
is traced to its source. There may be
misunderstanding that was caused
by false impression or by some state
ment of a foreman or possibly by a
placard or letter of some sort. There
should be a sustained effort to elm
mate all such misunderstanding and
reduce differences to a minimum. 1t
will often happen that great tact and
patience are required to continue the
conference In session at times when
matters come to a deadlock. The ex-
,ercise of ingenuity will in most cases
dissolve such deadlocks.
Even in cases where conferences
have apparently failed and strikes
have been declared 1t has later devel-
.oped that the explanations brought
about through the discussions in the
conferences have had the valuable eff
foot of minimizing differences and Gre