People always call it luck when you've acted more sensibly than they have.
- Anne Tyler
Saturday, October 02, 2010
Friday, October 01, 2010
Miscellaneous and Fast
- Tim Berry reviews Robert Sutton's "Good Boss, Bad Boss."
- Cool Tools: Instant sandbags.
- Rare pink hippo found in Kenya.
- David Brooks on "The Austerity Caucus."
- Not just another vampire: The trailer for "Let Me In."
Public Sector Unions and the Future of Democracy
Writing in National Affairs, Daniel Disalvo examines the rise of public sector unions. An excerpt:
The emergence of powerful public-sector unions was by no means inevitable. Prior to the 1950s, as labor lawyer Ida Klaus remarked in 1965, "the subject of labor relations in public employment could not have meant less to more people, both in and out of government." To the extent that people thought about it, most politicians, labor leaders, economists, and judges opposed collective bargaining in the public sector. Even President Franklin Roosevelt, a friend of private-sector unionism, drew a line when it came to government workers: "Meticulous attention," the president insisted in 1937, "should be paid to the special relations and obligations of public servants to the public itself and to the Government....The process of collective bargaining, as usually understood, cannot be transplanted into the public service." The reason? F.D.R. believed that "[a] strike of public employees manifests nothing less than an intent on their part to obstruct the operations of government until their demands are satisfied. Such action looking toward the paralysis of government by those who have sworn to support it is unthinkable and intolerable." Roosevelt was hardly alone in holding these views, even among the champions of organized labor. Indeed, the first president of the AFL-CIO, George Meany, believed it was "impossible to bargain collectively with the government."
The emergence of powerful public-sector unions was by no means inevitable. Prior to the 1950s, as labor lawyer Ida Klaus remarked in 1965, "the subject of labor relations in public employment could not have meant less to more people, both in and out of government." To the extent that people thought about it, most politicians, labor leaders, economists, and judges opposed collective bargaining in the public sector. Even President Franklin Roosevelt, a friend of private-sector unionism, drew a line when it came to government workers: "Meticulous attention," the president insisted in 1937, "should be paid to the special relations and obligations of public servants to the public itself and to the Government....The process of collective bargaining, as usually understood, cannot be transplanted into the public service." The reason? F.D.R. believed that "[a] strike of public employees manifests nothing less than an intent on their part to obstruct the operations of government until their demands are satisfied. Such action looking toward the paralysis of government by those who have sworn to support it is unthinkable and intolerable." Roosevelt was hardly alone in holding these views, even among the champions of organized labor. Indeed, the first president of the AFL-CIO, George Meany, believed it was "impossible to bargain collectively with the government."
Noonan: The Twisters of 2010
This suggests a certain desperation. Whatever stand you take on the social issues, you have to be blind to think they will make a big difference this year. The issue this year is the size, role, weight and demands of government, and the public sense that its members selfishly look to their own needs and not those of the country. A GOP congressman told me this week that he very much disagrees with the characterization of tea party and Republican voters as enraged or livid. They are scared, he said. He has never, in two decades in politics, heard so many people tell him they are "scared," frightened for their own futures and for the future of their country.
Read the rest of Peggy Noonan here.
Gossip Good and Bad
Gossip is a feature of every workplace. Everyone wants to know what’s happening, who is doing to what to whom and how will this affect them. The reality is that every organisation has two channels of communication. One is the official channel, which is the party line, and the second is the grape vine where you get the real dirt.
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