1. UNDERLYING FORCES OF TRADE UNION POLICIES
I.
1. While the study of trade union policies and tactics has not been reduced to a science, nevertheless, it is possible to indicate certain fairly defined forces that influence principles, tactics and policies.
2. No intelligent approach to trade union problems can be made without a knowledge of these forces which are an outgrowth of the interplay of economic, social, psychological, political, technical and personal factors.
3. Under different circumstances these forces manifest themselves in different combinations, so that at one time one or several may predominate, while at another time a different combination may prevail. Bearing this warning in mind, it is safe to describe and characterize the most important ones.
II.
1. The development of national markets and avenues of communication has made it necessary for unions to organize on national rather than local and sectional lines.
2. Technical and industrial development made it possible to carry on production with semi-skilled and unskilled workers, as well as in large scale and trustified plants, and has therefore forced many unions to abandon strictly craft lines and to either amalgamate or federate into department and other intercraft alliances.
3. The rapidity with which unions adapt themselves to new conditions depends largely upon the personality of the leaders and the understanding which the rank and file has of the problems confronting them. Traditions and social ideals of members and leaders will determine whether a union is militant or cowardly, conservative, liberal or radical. An articulate and intelligent membership can force its leaders to follow certain policies and tactics. On the other hand, shrewd and calculating leaders can frustrate the wishes of the rank and file. Where the membership is wholly unacquainted with social and political philosophies, the leaders naturally dictate the outlook and activities of the union at will.
4. Likewise, the financial and numerical strength of a union will decide whether it can extend its activities beyond merely organizing shops which are owned by friendly employers, or by employers operating on a small scale and consequently financially so situated that they are unable to fight even a weak union.
5. Strong unions are sometimes baffled in extending their activities, because of the incapacity of their leaders to cope with the problems which attend an organizing campaign in large scale and trustified plants. Often, powerful employers' associations can withstand all attempts to organize their workers. The metal
8
