Organising strategy

As adopted at the Your Voice inaugural Annual General Meeting, 18 July 2014.

Your Voice’s aim is to build a union based upon a culture of militant opposition to the bosses, controlled by the workers involved.

However, we must recognise that as things stand we are a long way from this goal. What we need now is to organise in such a way that we grow from a minority among the union’s activists, into a body that can confidently claim to be rooted in the rank and file rather than just the ‘activist layer.’

Our immediate concern in the workplace is to build militant, independent class struggle. This means organising with and encouraging the militancy of others, and pushing for disputes to be directly controlled by those involved.

In the immediate term, to ensure control of struggles remains in the hands of those involved, we argue for and where possible organise mass meetings. Mass meetings should be seen as an alternative to official union structures, which by their nature constrain militant action. Decisions should be made directly and collectively in these assemblies. Where it is possible and/or necessary to co-ordinate the activity of different workplaces, teams or business areas, delegate committees should be convened – the delegates accountable to and recallable by their respective assemblies.

In the most militant workforces regular mass meetings will be held, and this is obviously the ideal we are aiming at. This may not be possible in other workplaces where it will only be possible to organise such meetings when a particular dispute arises.

In both cases, Your Voice members should attempt to organise collectively with workmates.
On the smallest scale, such organisation can be a platform for promoting Your Voice’s ideas, at union meetings and through the distribution of our literature. However, as numbers grow, the aim should be to build groups of militant workers prepared to organise direct action – ‘workplace committees’ – which would organise independently in the workplace.

The focus of such committees should be picking fights and winning victories, however small. Such victories build the confidence of workers, not merely to follow a direction from above but to act for themselves collectively. By demonstrating that such an organising form works in practice, we start to foster a culture of militancy and solidarity which can take on bigger fights.

Nothing in this strategy precludes members from co-operation with other workers or workers’ groups as they see fit, so long as such activity does not contradict the Aims and Principles.

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