The strike at Midwest Continental Steel had been going on for one hundred and seven days, and there was no relief in sight. This was bad news and not just for the company and the union. The mill employed twenty-five percent of the town’s working population, and when twenty-five percent of a community’s spending capital disappears, everyone suffers. Mid-Con was at one time the largest independently owned steel mill in the country, but after the son of the founder died and the heirs lost interest, it was sold to a consortium. That produced some bad feelings all by itself, even though one of the heirs stayed around as a nominal part of the company team. The bad feelings grew when the bottom fell out of the steel market in the late seventies and early eighties in the wake of the boom hi foreign steel. The consortium underwent some management changes, the last member of the founding family was dismissed, the twenty-four-inch mill was shut down, and several hundred workers were laid off. Eventually some of the workers were hired back and the twenty-four-inch was started up again, but the bad feelings between management and union were by then so deep-seated and pervasive that neither side could bring itself ever again to trust the other.
The bad feelings had come to a head six months earlier, when the union had entered into negotiations for a new contract. A yearly cost-of-living increase in the hourly wage, better medical benefits, an expansion of what qualified as piecework, and a paid-holiday program were some of the demands on the union’s agenda. A limited increase without escalators in the hourly wage over the next five years, a cutback in medical benefits, a narrowing down of the types of payments offered for piecework, and an elimination of paid holidays were high on the list of counterdemands made by the company. A deadlock was quickly reached. Arbitration was reftised by both sides, each choosing to wait out the other. A strike deadline was set by the union. A back-to-work deadline was set by the company. As the deadlines neared and no movement was achieved in the bargaining process, both union and company went public with their grievances. Negotiators for each side kept popping up on television and radio to air out the particulars of the latest outrage perpetrated by the other. Soon both sides were talking to everyone but each other.
Then, one hundred and seven days ago, the union had struck the fourteen-inch and the wire mill. The strike soon escalated to include the twenty-four-inch and the twelve-inch, and then all of MidCon was shut down. At first no one worried much. There had been strikes before, and they had always resolved themselves. Besides, it was springtime, and with the passing of another bitterly cold Midwest winter, everyone was feeling hopeful and renewed. But a month went by and no progress was made. A mediator was called in at the behest of the mayor of Hopewell and the governor of the State of Illinois and with the blessing of both union and management, but he failed to make headway. A few ugly incidents on the picket line hardened feelings on both sides. By then, the effect of the strike was being felt by everyone-smaller companies who did business with the mill or used their products, retailers who relied on the money spent by the mill’s employees, and professional people whose clientele was in large part composed of management and union alike. Everyone began to choose sides.
After two months, the company announced that it would no longer recognize the union and that it would accept back those workers who wished to return to their old jobs, but that if those workers failed to return in seven days, new people would be brought in to replace them. On June 1, it would start up the fourteen-inch mill using company supervisors as workers. The company called this action the first step in a valid decertification process; the union called it strikebreaking and union busting. The union warned against trying to use scabs in place of “real” workers, of trying to cross the picket line, of doing anything but continuing to negotiate with the union team. It warned that use of company people on the line was foolhardy and dangerous. Only trained personnel should attempt to operate the machinery. The company replied that it would provide whatever training was deemed necessary and suggested the union start bargaining in good faith.