I do a bit of analysis of what makes industrial action a useful tool and when it isn’t.
I believe some people label the position “we should consider the material and power dynamics of a situation” “industrially pessimistic”.
I prefer to be clear eyed.
I believe some people label the position “we should consider the material and power dynamics of a situation” “industrially pessimistic”.
I prefer to be clear eyed.
Reposted from
UCU Commons
New elections mailout! As we enter the last week of the ballot, @bparsia.bsky.social reflects on the current crisis and on UCU's deep internal divisions over strategy.
If you haven't yet voted, it's nearly your last chance! Last safe posting day is 25th February.
open.substack.com/pub/ucucommo...
If you haven't yet voted, it's nearly your last chance! Last safe posting day is 25th February.
open.substack.com/pub/ucucommo...
Comments
We are very unlikely to make threshold.
We have affronted a number of our members (not all) fighting redundancies.
There’s no plan for how to link a fight over pay to combating redundancies.
Pay vs jobs when there’s a shrinking budget is a standard tension.
I’ve read your reflections on the MAB and didn’t find your cause arguments convincing. But maybe I missed something.
I'll see if I have time, for personal reasons I have had to take a step back, but I have written some other more general things about organising which will be coming out soon.
Happy to discuss in real time - if you want to debate I'm happy to.
I’ve put forth a strategy document last year that articulated a way to mesh local and national disputes partially inspired by eg Durham. But we never found time on the agenda to discuss it.
Recognising power issues isn’t trying to “appease the bosses”…it’s trying to make wins possible and sustainable.
We’re always in a long haul.
The negotiating groups would be a place to start.
Coordinated lobbying of government also seems theoretically possible though we’d want to alter a lot of their approach.
This on top of the structural and appalling track record of most uni senior managements make this a very odd argument, especially now.
You can choose the worst version of my considerations if you’d like but then I will disengage.
Our power is partly direct (loss of labour) and partly indirect (persuasion).