The Great Steel Strike and its Lessons Part 3

It will be recalled that the co-operating unions, at the August 1-2 conference, agreed that the sum of one dollar should be deducted from each initiation fee for organization purposes. The collection of this money devolved upon the National Committee and presented considerable difficulty. It was solved by a system. The local secretaries, in turning over to the trades the applications signed up in their offices or at the ma.s.s meetings, held out one dollar apiece on them. For the applications secured at the meetings of the local unions they collected the dollars due with the a.s.sistance of blank forms sent to the unions. Each week the local secretaries sent reports to the general office of the National Committee, specifying in detail the number of members enrolled and turned over to the various trades, and enclosing checks to cover the amounts on hand after local expenses were met. These reports were duly certified by the representatives of the organizations involved, who signed their names on them at the points where the reports referred to the number of members turned over to their respective bodies. The whole system worked well.

Practical labor officials who have handled ma.s.s movements understand the great difficulties attendant upon the organization of large bodies of workingmen. In the steel campaign these were more serious than ever before. The tremendous number of men involved; their unfamiliarity with the English language and total lack of union experience; the wide scope of the operations; the complications created by a score of international unions, each with its own corps of organizers, directly mainly from far-distant headquarters; the chronic lack of resources; and the need for quick action in the face of incessant attacks from the Steel Trust--all together produced technical difficulties without precedent.

But the foregoing systems went far to solve them. And into these systems the organizers and secretaries entered whole-heartedly. They realized that modern labor organizations cannot depend wholly upon idealism. They bore in mind that they were dealing with human beings and had to adopt sound principles of responsibility, standardization and general efficiency.

But another factor in the success of the campaign possibly even more important than the systems employed was the splendid morale of the organizers. A better, more loyal body of men was never gathered together upon this continent. They knew no such word as defeat. They pressed on with an irresistible a.s.surance of victory born of their faith in the practicability of the theory upon which the campaign was worked out.

[Ill.u.s.tration: NATIONAL COMMITTEE DELEGATES

YOUNGSTOWN, OHIO MEETING, Aug. 20, 1919.--Standing, left to right: F. P. Hanaway, _Miners_; D. Hickey, _Miners_; C. Claherty, _Blacksmiths_; R. J. Barr, _Machinists_; H. F. Liley, _Railway Carmen_; R. L. Hall, _Machinists_; R. T. McCoy, _Molders_; R. W. Beattie, _Firemen_; J. W. Morton. _Firemen_; P. A. Trant, _Amalgamated a.s.sociation_. Seated, left to right: E. Crough, J. D. Cannon, _Mine, Mill and Smelter Workers_; F. J. Hardison, _Blacksmiths_; J. Manley, _Iron Workers_; Wm. Hannon, _Machinists_; John Fitzpatrick, _Chairman_; Wm. Z. Foster, _Sec.-Treasurer_; C. N. Glover, _Blacksmiths_; T. C.

Cashen, _Switchmen_; D. J. Davis, _Amalgamated a.s.sociation_.]

The organization of workingmen into trade unions is a comparatively simple matter when it is properly handled. It depends almost entirely upon the honesty, intelligence, power and persistence of the organizing forces. If these factors are strongly present, employers can do little to stop the movement of their employees. This is because the hard industrial conditions powerfully predispose the workers to take up any movement offering reasonable prospects of bettering their miserable lot.

All that union organizers have to do is to place before these psychologically ripe workers, with sufficient clarity and persistence, the splendid achievements of the trade-union movement, and be prepared with a comprehensive organization plan to take care of the members when they come. If this presentation of trade unionism is made in even half-decent fashion the workers can hardly fail to respond. It is largely a mechanical proposition. In view of its great wealth and latent power, it may be truthfully said that there isn't an industry in the country which the trade-union movement cannot organize any time it sees fit. The problem in any case is merely to develop the proper organizing crews and systems, and the freedom-hungry workers, skilled or unskilled, men or women, black or white, will react almost as naturally and inevitably as water runs down hill.

This does not mean that there should be rosy-hued hopes held out to the workers and promises made to them of what the unions will get from the employers once they are established. On the contrary, one of the first principles of an efficient organizer is never, under any circ.u.mstances, to make promises to his men. From experience he has learned the extreme difficulty of making good such promises and also the destructive kick-back felt in case they are not fulfilled. The most he can do is to tell his men what has been done in other cases by organized workingmen and a.s.sure them that if they will stand together the union will do its utmost to help them. Beyond this he will not venture. And this position will enable him to develop the legitimate hope, idealism and enthusiasm which translates itself into substantial trade-union structure. The wild stories of extravagant promises made to the steel workers during their organization are pure tommyrot, as every experienced union man knows.

The practical effect of this theory is to throw on the union men the burden of responsibility for the unorganized condition of the industries. This is as it should be. In consequence, they tend to blame themselves rather than the unorganized men. Instead of indulging in the customary futile lamentations about the scab-like nature of the non-union man, "unorganizable industries," the irresistible power of the employers, and similar illusions to which unionists are too p.r.o.ne, they seek the solution of the problem in improvements of their own primitive organization methods.

This conception worked admirably in the steel campaign. It filled the organizers with unlimited confidence in their own power. They felt that they were the decisive factor in the situation. If they could but present their case strongly enough, and clearly enough to the steel workers, the latter would have to respond, and the steel barons would be unable to prevent it. A check or a failure was but the signal for an overhauling of the tactics used, and a resumption of the attack with renewed vigor. At times it was almost laughable. With hardly an exception, when the organizers went into a steel town to begin work, they would be met by the local union men and solemnly a.s.sured that it was utterly impossible to organize the steel mills in their town. "But,"

the organizers would say, "we succeeded in organizing Gary and South Chicago and many other tough places." "Yes, we know that," would be the reply, "but conditions are altogether different here. These mills are absolutely impossible. We have worked on them for years and cannot make the slightest impression. They are full of scabs from all over the country. You will only waste your time by monkeying with them." This happened not in one place alone, but practically everywhere--ill.u.s.trating the villainous reputation the steel companies had built up as union smashers.

Side-stepping these pessimistic croakers, the organizers would go on to their task with undiminished self-confidence and energy. The result was success everywhere. The National Committee can boast the proud record of never having set up its organizing machinery in a steel town without ultimately putting substantial unions among the employees. It made little difference what the obstacles were; the chronic lack of funds; suppression of free speech and free a.s.sembly; raises in wages; multiplicity of races; ma.s.s picketing by bosses; wholesale discharge of union men; company unions; discouraging traditions of lost local strikes; or what not--in every case, whether the employers were indifferent or bitterly hostile, the result was the same, a healthy and rapid growth of the unions. The National Committee proved beyond peradventure of a doubt that the steel industry could be organized in spite of all the Steel Trust could do to prevent it.

Each town produced its own particular crop of problems. A chapter apiece would hardly suffice to describe the discouraging obstacles overcome in organizing the many districts. But that would far outrun the limits of this volume. A few details about the work in Johnstown will suffice to indicate the tactics of the employers and the nature of the campaign generally.

Johnstown is situated on the main line of the Pennsylvania railroad, seventy-five miles east of Pittsburgh. It is the home of the Cambria Steel Company, which employs normally from 15,000 to 17,000 men in its enormous mills and mines. It is one of the most important steel centers in America.

For sixty-six years the Cambria Company had reared its black stacks in the Conemaugh valley and ruled as autocratically as any mediaeval baron.

It practically owned the district and the dwellers therein. It paid its workers less than almost any other steel company in Pennsylvania and was noted as one of the country's worst union-hating concerns. According to old residents, the only record of unionism in its plants, prior to the National Committee campaign, was a strike in 1874 of the Sons of Vulcan, and a small movement a number of years later, in 1885, when a few men joined the Knights of Labor and were summarily discharged. The Amalgamated a.s.sociation, even in its most militant days, was unable to get a grip in Johnstown. That town, for years, bore the evil reputation of being one where union organizers were met at the depot and given the alternative of leaving town or going to the lockup.

Into this industrial jail of a city the National Committee went in the early winter of 1918-19, at the invitation of local steel workers who had heard of the campaign. A. F. of L. organizer Thomas J. Conboy was placed in charge of the work. Immediately a strong organization spirit manifested itself--the wrongs of two-thirds of a century would out. It was interesting to watch the counter-moves of the company. They were typical. At first the officials contented themselves by stationing numbers of bosses and company detectives in front of the office and meeting halls to jot down the names of the men attending. But when this availed nothing, they took the next step by calling the live union spirits to the office and threatening them with dismissal. This likewise failed to stem the tide of unionism, and then the company officials applied their most dreaded weapon, the power of discharge. This was a dangerous course; the reason they did not adopt it before was for fear of its producing exactly the revolt they were aiming to prevent. But, all else unavailing, they went to this extreme.

Never was a policy of industrial frightfulness more diabolically conceived or more rigorously executed than that of the Cambria Steel Company. The men sacrificed were the Company's oldest and best employees. Men who had worked faithfully for ten, twenty or thirty years were discharged at a moment's notice. The plan was to pick out the men economically most helpless; men who were old and crippled, or who had large families dependent upon them, or homes half paid for, and make examples of them to frighten the rest. The case of Wm. H. Seibert was typical; this man, a highly skilled mechanic, had worked for the Cambria Company thirty years. He was deaf and dumb, and could neither read nor write. He was practically cut off from all communication with his fellow workers. Yet the company, with fiendish humor, discharged him for being a union agitator. For every worker, discharge by the Cambria Company meant leaving Johnstown, if he would again work at his trade; for most of them it brought the severest hardships, but for such as Seibert it spelled ruin. With their handicaps of age and infirmities, they could never hope to work in steel mills again.

For months the Company continued these tactics.[6] Hundreds of union men were thus victimized. The object was to strike terror to the hearts of all and make them bow again to the mastery of the Cambria Steel Company.

But the terrorists overshot the mark. Human nature could not endure it.

They goaded their workers to desperation and forced them to fight back, however unfavorable the circ.u.mstances. The National Committee met in Johnstown and ordered a ballot among the men. They voted overwhelmingly to strike. A committee went to see Mr. Slick, the head of the Company, who refused to meet it, stating that if the men had any grievances they could take them up through the company union.

This company union played a large part in the drama of Johnstown. It was organized late in 1918 to forestall the trade unions. Such company unions are invariably mere auxiliaries to the companies' labor-crushing systems. They serve to delude the workers into believing they have some semblance of industrial democracy, and thus deter them from seeking the real thing. They consist merely of committees, made up for the most part of hand-picked bosses and "company suckers." There is no real organization of the workers. The men have no meetings off the property of the companies; they lack the advice of skilled trade unionists; they have no funds or means to strike effectively; they are out of touch with the workers in other sections of the industry. Consequently they have neither opportunity to formulate their grievances, nor power to enforce their adjustment. And little good would it do them if they had, for the lickspittle committees are always careful to see that they handle no business unless it relates to "welfare" work or other comparatively insignificant matters.

Company unions are invariably contemptible. All of them are cursed with company dictation, and all of them lack the vivifying principles of democratic control; but it is doubtful if a more degraded specimen can be found anywhere than that of the Cambria Steel Company. Without a murmur of protest it watched the company abolish the basic eight hour day late in 1918. Nor did it raise a finger to help the mult.i.tude of unfairly discharged union men. It habitually pigeonholed all real grievances submitted to it. But what else could be expected of a committee from which the company boldly discharged every man who dared say a word for the workers?

By referring the men's grievances to the despised company union, Mr.

Slick only added fuel to the fire. A strike loomed threateningly, but just as it was about to break, Mr. Slick lost his job, presumably because of his unsuccessful labor policy. He was supplanted by A. A.

Corey, Jr., formerly general superintendent of the Homestead Steel Works. Thinking perhaps the change in personnel might involve a change in policy, the committee approached Mr. Corey. He, too, refused to meet with it, stating publicly that the management would not deal with the representatives of outside organizations, but would take up the men's grievances, either through the company union, or "through any other accredited committee selected by the men in any way that is agreeable to them from among their own number." The last proposition was acceptable, and with joy the men held big open ma.s.s meetings of union and non-union men, and elected their committee. But their joy was short-lived. Mr.

Corey, unashamed, wrote the committee that he had acted hastily before, and said, "I have had no previous experience with arrangements in the nature of collective bargaining, but a careful survey of this plan (company union), which I have since had time to make, convinces me that it makes full and complete provision for every contingency which can arise between the company and its employees." And then to make the men like this bitter medicine, the Company discharged an active member of the committee. All these events consumed many weeks and wore away the late winter and early spring months.

Mr. Corey's double-dealing provoked a fresh strike crisis; but by heroic measures the organizers repressed it. At all times a strike in Johnstown alone against the united steel companies was considered a move of desperation, a last resort to be undertaken only because nothing else could be done. But now relief was in sight. Spring was at hand and the national movement fast coming to a head. Its committees were knocking at the doors of the steel companies. The exposed and invaluable Johnstown position had to be held until this main army could come up and relieve it. So the Johnstown workers were told that they must refrain from counter-attacking, that they had to take all the blows heaped upon them and hold their ground at all costs.

And right n.o.bly they did it. In spite of the bitterest hardships they built up and developed their organizations. In this they were unwittingly but powerfully aided by the company union. Several weeks before the big strike the officials took the hated general committee to Atlantic City, wined them and dined them and flattered them, as usual, and then had them adopt a set of resolutions condemning the national movement of the steel workers and endorsing long hours, low wages and heavier production as the remedy for prevailing bad conditions. This betrayal was the last straw. It provoked intense resentment among the men. Whole battalions of them, the most skilled and difficult in the plant to organize, walked down and joined the unions in protest. Almost 3000 enrolled the week after the resolutions were adopted. But it was always thus. Every move that the Cambria made the unions turned to their advantage. They outgeneraled the Company at every turn.

It was almost pitiful to watch the later antics of the haughty and hitherto unchallenged Cambria Company, humbled in its own town by its own workers. A few weeks before Labor day the unions, innocently presuming the mills would be closed as usual on that day, decided to have a parade. Then the strategical experts of the Company became active. A warning was issued that every man marching in the parade would be summarily discharged. The unions would not brook this unwarranted and cold-blooded attack. They promptly sent word to the Company that if a single man was discharged the whole plant would be stopped the next day.

It was a clear-cut issue, and Johnstown held its breath. When Labor day came the city saw the biggest demonstration in its history. Fifteen thousand organized workers defied their would-be masters and marched.

The Company swiftly backed water. And the next day not a man was discharged. It was a victory well worth the heroic efforts and suffering of the previous eight months.

When the great strike broke on September 22 the Johnstown workers went into the fight almost one hundred per cent. organized, and with about the same percentage of grievances. So few men were left in the plant that the Company had to ask the unions to give them help to shut down their furnaces, and to keep the fire protection in operation. All the power of the great corporation, which had made $30,000,000 the year before, could not forestall the unions. It had no arrow in its quiver that could strike fear to the hearts of its workers; no trick in its brain pan that could be subst.i.tuted for industrial democracy.

And Johnstown was only one point in the long battle line. Its experiences were but typical. Each steel town had its own bitter story of obstacles encountered and overcome. Youngstown, Chicago, Bethlehem, Cleveland, Wheeling, Pueblo, Buffalo and many other districts, each put up a hard fight. But one by one, despite all barriers, steel towns all over the country were captured for unionism.

FOOTNOTES:

[5] As a side light on organizing methods, it may be noted that the temporary receipts were red, white and blue cards. The patriotic foreigners were proud to carry these emblematic cards pending the time they got their regular cards. More than one man joined merely on that account.

[6] In its war against unionism the Cambria Steel Company held nothing sacred, not even the church. During the campaign the Reverend George Dono Brooks, pastor of the First Baptist Church of Johnstown, took an active part, speaking at many meetings and generally lending encouragement to the workers. For this crime the company punished him by disrupting his congregation and eventually driving him from the city, penniless.

V

BREAKING INTO PITTSBURGH

THE FLYING SQUADRON--MONESSEN--DONORA--McKEESPORT--RANKIN --BRADDOCK--CLAIRTON--HOMESTEAD--DUQUESNE--THE RESULTS

The time was now ripe for a great drive on Pittsburgh, a district which had been the despair of unionism for a generation. The new strategy of the National Committee for Organizing Iron and Steel Workers was succeeding. Pittsburgh had been surrounded by organized posts, established during the winter. The Chicago district had also been held.

The committee's finances were improving. The crew of organizers was larger and more enthusiastic than ever. The mills were operating stronger and stronger. And spring was here. The movement was now ready for a tremendous effort to capture Pittsburgh, and thus overcome, as far as might be, the original mistake of not starting the campaign soon enough and everywhere at the same time. This done, it would put the work squarely upon the essential national basis. So the a.s.sault was ordered on the stronghold of the Steel Trust.

First free speech and free a.s.sembly had to be established; for the towns about Pittsburgh were still closed tight against the unions. During the winter incessant attempts had been made to break the embargo by political methods, but without avail. In vain a special convention of all the unions in Western Pennsylvania had appealed to the Governor for a.s.sistance. For a moment the federal Department of Labor displayed a languid interest and sent a dozen men to investigate conditions. But until this day their report has never appeared. In answer to inquiries, the Secretary of Labor is reported to have said that "its publication at this time would be inadvisable." That may be one reason, and another may be that the Department, in its eager cooperation with Attorney General Palmer, in deporting hundreds of workingmen without trials, is so busy that it hasn't time to attend to such trifles as the wholesale suppression of const.i.tutional rights in Pennsylvania.

But in seeking relief no appeal was made to the courts to set up the rights of the unions. This was for two reasons. First, it would involve such a loss of time that the chance to organize the steel workers would have pa.s.sed long before any decision could be secured. Then, again, there was no faith that the courts of Pennsylvania would be just, and the National Committee had no money to carry the fight higher. The unions conceived their rights to speak and a.s.semble freely too well established to necessitate court sanction at this late date. Hence, they determined to exercise them, peacefully and lawfully, and to take the consequences. At Atlantic City, where the A. F. of L. was in convention, a dozen presidents of international unions in the steel campaign expressed their willingness to enter the steel districts, to speak on the streets, and to go to jail if necessary.

To carry on the difficult and dangerous free speech fight, and to oversee generally the organization of the immediate Pittsburgh district, a special crew of organizers was formed. This was known as "The Flying Squadron," and was headed by J. L. Beaghen, A. F. of L. organizer and President of the Pittsburgh Bricklayers' Union. The following brief references to the fights in the various towns will ill.u.s.trate the forces at play and the methods employed.

Monessen, forty miles from Pittsburgh on the Monongahela river, the home of the Pittsburgh Steel Company and several other large concerns, and notorious as the place where organizer Jeff. Pierce got his death blow in a previous campaign, was the first point of attack. Wm. Feeney, United Mine Workers' organizer and local secretary in charge of the district for the National Committee, superintended operations. Several months previously the Burgess of Monessen had flatly refused to allow him to hold any meetings in that town. So he was compelled to operate from Charleroi, several miles away. But as soon as spring peeped the question was opened again. He called a meeting to take place square in the streets of Monessen on April 1st. The Burgess forbade it with flaming p.r.o.nunciamentos and threatened dire consequences if it were held. But Feeney went ahead, and on the date set marched 10,000 union miners from the surrounding country into Monessen to protest the suppression of free speech and free a.s.sembly. Mother Jones,[7] James Maurer, President of the Pennsylvania Federation of Labor, Philip Murray, President of District No. 5, U. M. W. A., Mr. Feeney, the writer and others spoke. The demonstration was a huge success. Public opinion was clearly on the side of the steel workers, and the Burgess had to recede from his dictatorial att.i.tude and allow them to exercise their const.i.tutional rights. This they hastened to do with gusto. The affair established the unions in the big mills of Monessen.

In Donora, an important steel town a few miles down the river from Monessen, and part of organizer Feeney's district, the fight was not so easily won. The United States Const.i.tution provides that not even Congress may pa.s.s laws abridging the rights of free speech and free a.s.sembly; but in Pennsylvania the Const.i.tution is considered a sort of humorous essay; hence the lickspittle Donora council, right in the face of the steel campaign, pa.s.sed an ordinance forbidding public meetings without the sanction of the Burgess, which sanction, of course, the unions could not get. But nothing deterred, the indomitable Feeney hired a couple of lots on the edge of the town and held meetings there. The company officials left nothing undone to break up these gatherings. They held band concerts and ball games at the same hour, and set dozens of their bosses and police to picket the meetings. But it was no use; the workers attended and joined the unions in droves.

This lasted a couple of months. And all the while a local paper was villainously a.s.sailing Feeney. Finally, the steel company agents got the business men to sign an ultimatum to Feeney, demanding that he leave the district at once. Feeney took this matter up with his miners, and they decided that not he, but they, would quit Donora. Organized solidly, they easily put a strict boycott on the town, and it was not long before the same business men, with their trade almost ruined, made a public apology to Feeney, and ousted their own officials who had been responsible for the attack.

Naturally these events heartened the steel workers. They organized very rapidly, and soon had a majority of the men in the mills--a large plant of the American Steel and Wire Company. They also became a big factor in the local fraternal a.s.sociations, which controlled all the halls; and suddenly the Lithuanian Society deposed its President, who was friendly to the steel company, and voted to give its hall to the unions, permits or no permits. In the face of this situation the Burgess reluctantly granted sanction for union meetings. And thus free speech and free a.s.sembly were established in the benighted town of Donora, and with them, almost complete organization of the steel workers.

But the heart of the conspiracy against free speech and free a.s.sembly was in McKeesport, twenty miles from Pittsburgh. When the organizers tried to hold meetings in that city they could hire no halls without the Mayor's permission, and this the latter, George H. Lysle, stubbornly refused to give. He feared a revolution if the staid A. F. of L. unions were permitted to meet; but the Socialist party and other radical organizations went ahead with their gatherings without opposition. The truth was that he knew the unions would organize the workers if they could but get their ear, and this he determined to prevent. Nor would he shift from his autocratic position. Appeals by the organizers to the Federal government, the Governor and the local city council were alike fruitless. No meetings could be held in McKeesport. And the officials of all the steel towns along the Monongahela river, drawing inspiration from the little despot, Lysle, took the same stand. Free speech and free a.s.sembly were stifled in the whole district.

The Federal authorities being so active setting the outside world aright that they could find no time or occasion to correct the most glaring abuses at home, the unions resolved to attend to the free speech and free a.s.sembly matter themselves. Knowing that Lysle could knife the workers' rights only so long as he was allowed to work in the dark, they determined to drag him into the daylight and let the public judge of his deeds. They would hold meetings on the streets of McKeesport in spite of him; give him a few hundred test court cases to handle, and finally find out whether the A. F. of L. is ent.i.tled to the same rights as other organizations.

The fight opened as soon as the weather permitted. May 18 was the date set for the first meeting. The Mayor stormed and threatened all concerned with instant arrest; but the preparations went on just the same. When the fated day arrived thousands turned out to hear the speakers. But the Mayor, failing to defend his course, dared not molest the meeting. After this, meetings were held on the streets each Sunday afternoon, always in the face of the Mayor's threats, until eventually the latter, seeing that he was the laughing stock of the city and that the street meetings were organizing hundreds of the workers, shame-facedly granted the following n.i.g.g.ardly permit for meetings:

CITY OF McKEESPORT.