Defying Expectations: The Case of UFCW Local 401 by Jason Foster

Author:Jason Foster [Foster, Jason]
Language: eng
Format: epub
Tags: Labor, Labor & Industrial Relations, Social History, Political Science, Business & Economics, History
ISBN: 9781771991995
Google: ZZFHDwAAQBAJ
Goodreads: 34921775
Publisher: Athabasca University Press
Published: 2018-01-26T08:05:29+00:00

MEMBERS’ RECEPTION OF LEADERS’ NARRATIVES

Before discussing the role of these narratives in the life of Local 401, it is important to establish to what extent the members embrace and internalize the framings created by the leadership. How much do they share these perspectives and participate in maintaining and reproducing them? For the narratives to play a part in shaping the actions of the union, the membership must see them as legitimate and reflective of their personal experiences.

In general, I found a high degree of buy-in by members, as was evident by the similarity in language, including the common usage of specific terms across the members interviewed and consulted. This noticeable consistency in framing is a central feature of Local 401. Particularly pronounced was the shared language around external narratives. The use of the word aggressive and its synonyms in describing Local 401 was almost universal among members, regardless of their background or experience with the local. Even new members who had had little interaction with the leaders adopted this frame. Most participants also expressed a sense that Local 401 was in some way different from other unions. Often, this difference was related very specifically: the union had more internal cohesiveness or was more member-driven or more willing to fight. One comment offers an interesting perspective: “Sometimes [unions] lose track a little bit but then they gotta pull themselves back on track. And during that time they’re off, it can cause some harm. I’ve never really seen, at least not in my twenty-five years, I’ve never seen 401 off-track” (member, 6). Sometimes this sentiment was relayed in more general terms. One member, for example, could not pinpoint what made Local 401 different, but expressed that somehow Local 401 is more responsive, more active, more aggressive: “Local 401 is the one that stands beside us, is the most, that will take them [our issues] on compared to other locals” (member, 7). Taken together, members’ comments implied a sense of pride that Local 401 does its job better than other unions.

Similarly, internal and member narratives associated with how responsive the union is to members were widely adopted. Members felt that the leaders were both strong and accessible and that they were listening to the membership. Almost all participants agreed with the sentiment that they could “pick up that phone and reach the president” (member, 23).

Not all narratives, however, were reproduced so universally. Members were less likely to accept the leadership’s framing of the necessity of and value in strong, centralized leadership. More than one member interviewed expressed concern about O’Halloran’s “dictatorial” tendencies. But even people expressing concern about his tight control tempered it with a vague sense that someone needs to be “in charge.” At times, the concern about the centralized control in the local surfaced as expressions of frustration at how the leadership uses activists. “It was sort of like being a chess piece in a game,” said one member. “So I would show up and sometimes they would say, okay, today you’re going to be getting pictures done for posters.

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