Settling Problems Before They Become Grievances

W

orkers whose union contract contains a strong grievance

"adjust" his behavior.

procedure enjoy a vitally important tool that protects their

    Look at each situation and decide what's

rights on the job.

the best interest of each side to get things 

    But let's be honest - the grievance procedure has its down

resolved quickly and fairly.  Make your  "pitch"

sides:  The grievance process takes time, especially when

on that basis.  If it doesn't work, you've lost

managers stretch it out.  Work has to continue while a

nothing.

grievance winds its way through the various steps, which

means the problem that caused the grievance hangs over

4

Use the grievance procedure wisely.  The union's

a worker or an entire bargaining unit until it's resolved

credibility is weakened when it files frivolous

(or not resolved!).  Such delay can frustrated the grievant

grievances.  By coming away the loser time after

and dilute the entire membership's sense of the union's power.

time, you're diminishing your changes of

    Experienced stewards know that as valuable as the grievance

succeeding  at any other method of settling

process is, it's foolish to rely on it as the sole way to resolve

problems that you might try.  Workers lose faith

workplace issues.  Sharp stewards often resolve problems

quickly in a union that spends its time and

without filing grievances.  They have learned techniques over

resources protecting workers who aren't

the years of using the grievance procedure in a more strategic

doing their job.

way - usually for bigger issues - and often in addition to tactics

     Don't let member bully you into filing insign-

that demonstrate to management that the union can, and will,

ificant grievances by shrieking about "duty

flex its muscle to protect its members - like organizing worker

of fair representation."  All the duty of fair

petitions, a button or sticker day, or a delegation to confront

representation requires you to do is to

the boss.

investigate thoroughly and fairly and follow due

    Here are a few ideas that more creatively settle problems

process according to your local union's guide-

without filing grievances:

lines.  It doesn't require you to file a formal

grievance just because a member wants you to.

1

Be on top of things.  Know the issues in your area.  On a regular

Check with your local union leadership for more

basis, ask the workers in the unit what's happening.  Don't

information.

assume they will always tell you without you asking.  Ask them

how the work is going, how management is acting, what they

5

Build and maintain a strong unit.

have experienced that might be new or troublesome.  This will

Your effectiveness is settling problems without

help spot small problems before they become big.

filing grievances is directly related to how your

    Management is also less likely to try to get away with things

co-workers demonstrate their support for your

if they know they are dealing with a steward who is aware of

union..  Do you have 100 percent union

what's going on and asking a lot of questions.  It also

membership?  Do members participate in union

demonstrates your concern to your co-workers.

activities?  Do members support each other, not

taking management's bait to divide and conquer

2

Know the managers you must deal with.  Develop a professional

along job classification, race or gender?  Will

(not "buddylike") relationship with the manager with whom you

members stand up to the boss as a group when

must deal at each level.  Bring potential troublesome issues to

a worker is unfairly treated?  A manager is much

their attention immediately, using an approach something like

more willing to settle a problem if the answer

this:  "It makes sense that you know that we know this is

to those questions is yes.  Most managers don't

happening….and it makes sense to deal with it now, before it

want to be outnumbered.  They would rather

becomes a big problem for everyone."

deal with the steward, but will only do so if you

have the real muscle of your co-workers behind

3

Appeal to the self interest of both workers and managers.

you. 

As much as we'd like to think we're always 100 percent right and

     Building a strong unit takes time, but it builds

management's always 100 percent wrong, we know that's not the

more power for the union and effectively settles

case.  Some problems fall into "gray" areas.  For instance, say

more problems than the greivance-filing rat race.

there's been a verbal fight between a manager and a worker.  Both

of them said things they shouldn't have.  You know that some

-Pat Thomas.  The writer is on The staff of the

disciplinary action could result.  So, you go to the manager and

Service Employees International Union, AFL-CIO.

suggest that both sides might benefit from putting this behind

them because it won't look good for anyone if it goes any

further.  You promise to talk to the worker involved and help him