STRIKE STRATEGY
thing by itself; it is the product of a generally successful strike direction.
2—Fighting on the Offensive.
For the building of a strong strike morale we must base our strike strategy on the theory of fighting upon the offensive. We must attack always, or at the worst be preparing to attack. This theory applies as well to the class war in industry as to military war on the battlefield. The workers, like soldiers, (and they are the same human beings and subject to the same psychological laws) fight best on the offensive. They are then fired with a sense of power and victory; defensive fighting demoralizes them and fills them with defeatism. Every good striker leader, like every good general, must take this basic fact into consideration.
This contention that workers fight best on the offensive is no contradiction to the statement previously made that most of the desperate strikes in American labor history have been to ward off attacks of the employers. The general aim of the war or strike may be defensive, such as a defense of the homeland or against a wage reduction (when soldiers and workers both fight the best) but the tactics in the struggle itself must be based upon the theory of the offensive.
Conservative labor leaders habitually follow the wrong policy of surrendering the initiative to the employers and of backing up before their attacks. They fight on the defensive. Their cowardly retreat in the British general strike was a classical example of this false strategy. A real strike strategy must pursue the policy of the offensive. When the employers take the initiative from us we must take it back with a counter-offensive. If they force a lock-out upon us we must turn it into a strike, placing counter-demands and involving more workers.
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