1. Strategic Organising Carl Roper, National Organiser, Trades Union Congress

2. Ways to combine managersbureaucracyCLIENTS SOCIAL SERVICE organisers Civic Organisation Members/Citizens SOCIAL ACTION entrepreneursmarketsCUSTOMERS SOCIAL MARKETING

3. “Phase IV” “Phase III” “Phase II” “Phase I” Strategic Direction Building Capacity Pace Scale Recognise Crisis & Basic Capacity Building Developing Comprehensive Campaign Capacity – on Ground, Internal & Air Growth Strategy(s) Restructuring Resource Allocation Large Scale Industry / Sector Organising “Shaped” Hotshops Organising Comprehensive Campaigns (from David Chu) Building a Modern Union Movement - Directions for Change

4. © David Weil: Boston University / Harvard University A strategic choice framework: Two key dimensions Strategic Leverage High Low Organisational Capacity Low Weak organization; low leverage Strong organization; high leverage

5. © David Weil: Boston University / Harvard University Factors affecting strategic leverage Economic Climate/ Product Market Union Labour Market Political / Regulatory Institutions Social Attitudes Technology and Work Organisation

6. © David Weil: Boston University / Harvard University Central components of organisational capacity for unions Central components Formal organisation Human resource system People Culture Key features National/ Regional / Local structure and reporting relationships Hiring / firing / job ladders Composition of elected, volunteer, and staff members Who gets the credit/does the work

7. Sources of union power

8. What you need to know about the company

9. What does this mean for organising and recruitment? Important to remember that all good organising is local…but it is also strategic! That means Quantitative AND Qualitative strength in the workplace Linking where we devote resources to where we need to be effective

10. Some questions? Existing awareness and capacity in our unions? How would this effect existing practice on organising and representing members? To what extent would this mean a reallocation of resources? How would this impact on officers and activists?

11. Further information? Email me at croper@tuc.org.ukcroper@tuc.org.uk www.strongerunions.org