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<blockquote data-quote="ezrider" data-source="post: 53407"><p>There were customers where I am as well that swore to me (in between cursing at me) that they would never come back after the debacle of '97. While some of them were "high maintenance" and were perpetual complainers long before the strike happened, most of us here if put in the situation would have done the same thing. Many small businesses and the people that they employed depending on our service watched helplessly as thier livlihood was threatened and in some cases obliterated as the result of not being able to keep thier customers. Almost 8 years later I still see some of the people who weren't fortunate enough to have a job to come back to because of the fallout and it's hard to take sometimes. </p><p> </p><p>Thru no fault of thier own, they wound up being collateral damage and had to start over with a new employer, usually making less money, losing most if not all the benefits that they put all that time in at thier previous employer that either laid them off or just shut down completely. While I don't condone angry customers lashing out, it's understandable going through that experience would bring out the worst emotions. Ron Carey's "victory" as he liked to call it was largely thier defeat. </p><p> </p><p>Robono, I agree that the drivers (as a group) have to take a fair share of responsibilty for how it all unfolded in '97. But it takes two. I wonder if the boardroom in Atlanta ever bothered to ask themselves how come drivers, despite earning higher wages than the competitors, would rather take thier chances with Carey and hall then listen to the pleas to at least take more than a token glance at "Last, Best, Final". After 10 years of wearing the uniform I've got a pretty good idea why the hourlies wouldn't listen to mangement then. It's because management hardly ever listens to reason when given many if not every opportunity to create an atmosphere where chances for honest and straitforward dialogue could lead to real solutions to bridge the gaps during what's becoming a day-in-day-out struggle for the driver's voice to be heard. </p><p> </p><p>I don't know how many times in the last decade I've seen the best drivers in my building get either outright ignored, told to stay out of the way or hawked when trying to point to an easier way or spotting a situation they know is gonna backfire. It's starting to look like UPS management cares more about suppressing the symptoms of the problems rather than actually making the effort to solve the actual problems. PAS/EDD is just the latest example. They don't care if it helps or ruins a driver's day so long as they can make the magic number appear on thier reports to the upper tier. </p><p> </p><p>It reminds me of IBM many years back. They had overwhelming market share, well paid workers, and much more working capital than the competition and they eventually fell back to the pack because thier management structure discouraged feedback from the workers closest to the customer. Gman has a valid point. It's a fine line but there's no leverage for the hourlies unless they show that if pushed they are willing to walk it. And management keeps pushing and pushing every single day. If management doesn't like hardball tactics at contract time, maybe they should re-evaluate thier own hardball tactics they display in the meantime.</p></blockquote><p></p>
[QUOTE="ezrider, post: 53407"] There were customers where I am as well that swore to me (in between cursing at me) that they would never come back after the debacle of '97. While some of them were "high maintenance" and were perpetual complainers long before the strike happened, most of us here if put in the situation would have done the same thing. Many small businesses and the people that they employed depending on our service watched helplessly as thier livlihood was threatened and in some cases obliterated as the result of not being able to keep thier customers. Almost 8 years later I still see some of the people who weren't fortunate enough to have a job to come back to because of the fallout and it's hard to take sometimes. Thru no fault of thier own, they wound up being collateral damage and had to start over with a new employer, usually making less money, losing most if not all the benefits that they put all that time in at thier previous employer that either laid them off or just shut down completely. While I don't condone angry customers lashing out, it's understandable going through that experience would bring out the worst emotions. Ron Carey's "victory" as he liked to call it was largely thier defeat. Robono, I agree that the drivers (as a group) have to take a fair share of responsibilty for how it all unfolded in '97. But it takes two. I wonder if the boardroom in Atlanta ever bothered to ask themselves how come drivers, despite earning higher wages than the competitors, would rather take thier chances with Carey and hall then listen to the pleas to at least take more than a token glance at "Last, Best, Final". After 10 years of wearing the uniform I've got a pretty good idea why the hourlies wouldn't listen to mangement then. It's because management hardly ever listens to reason when given many if not every opportunity to create an atmosphere where chances for honest and straitforward dialogue could lead to real solutions to bridge the gaps during what's becoming a day-in-day-out struggle for the driver's voice to be heard. I don't know how many times in the last decade I've seen the best drivers in my building get either outright ignored, told to stay out of the way or hawked when trying to point to an easier way or spotting a situation they know is gonna backfire. It's starting to look like UPS management cares more about suppressing the symptoms of the problems rather than actually making the effort to solve the actual problems. PAS/EDD is just the latest example. They don't care if it helps or ruins a driver's day so long as they can make the magic number appear on thier reports to the upper tier. It reminds me of IBM many years back. They had overwhelming market share, well paid workers, and much more working capital than the competition and they eventually fell back to the pack because thier management structure discouraged feedback from the workers closest to the customer. Gman has a valid point. It's a fine line but there's no leverage for the hourlies unless they show that if pushed they are willing to walk it. And management keeps pushing and pushing every single day. If management doesn't like hardball tactics at contract time, maybe they should re-evaluate thier own hardball tactics they display in the meantime. [/QUOTE]
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