Container
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Title
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Audio 699A
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1978 April 6
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Tape/Side
1/1
Time
00:00
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Introduction
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Tape/Side
1/1
Time
00:30
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Biographical Information : Born August 16, in Windom, Minnesota. Father was a Methodist minister, who supported the family entirely by his ministerial activities. Because of his profession, the family moved to various locations both in Minnesota and Michigan.
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Tape/Side
1/1
Time
05:55
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Education : Graduated from high school in Saginaw, Michigan. Attended Northwestern University, paying his own way through school on scholarships, by using the ministerial discount, and by savings he had accumulated working part time during the preceding three years. Graduated from Northwestern in 1924 with a major in English Composition, and minors in Greek and Philosophy.
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Tape/Side
1/1
Time
09:20
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He Was Uncertain What He Wanted to Do, But Knew He Did Not Want to Become a Minister, as His Father Hoped He Would : He continued in school, and, with a variety of part-time jobs, was making about $500 a month.
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Tape/Side
1/1
Time
13:25
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Graduate Work : Received a Master's degree in Philosophy in 1927 after writing a thesis in thirty days - working on it every night from midnight to 6 A.M.
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Tape/Side
1/1
Time
15:20
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In 1928 Cook Had Completed the Program for Bachelor of Divinity, with the Idea of Teaching Philosophy of Religion
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Tape/Side
1/1
Time
16:35
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In 1928 He And His Wife Applied for Exchange Fellowships to Germany Through the German-American Exchange Institute : Cook married in 1926. His wife was interested in worker education schools in Germany; Cook was interested in philosophy. The Institute was financed by a Reading hosiery manufacturer of German origin.
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Tape/Side
1/1
Time
21:00
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Cook Spent Three Years in Germany : He attended three universities: Hamburg, Berlin, and Frankfurt-am-Main. Cook did not get a Ph.D. He did work on a topic for about five months, but his professor felt he would be unable to properly evaluate the final paper as it was outside his area.
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Tape/Side
1/1
Time
24:50
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Returned to the United States in 1932 : Wife had returned in 1931, to Philadelphia. Cook unable to find work teaching philosophy.
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Tape/Side
1/2
Time
00:00
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Introduction
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Tape/Side
1/2
Time
00:30
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Philadelphia Took Early Advantage of Roosevelt Administration's Attempt to Streamline Welfare System, and Cook Found Work as a Case Work Visitor
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Tape/Side
1/2
Time
02:55
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Cook Lived and Worked in Predominately Textile Area : About half of the total textile industry in Philadelphia was organized. At one point Cook had a caseload of a two-square-block area containing over 500 families who had never been visited by a case worker. Almost all of the people were unemployed textile workers.
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Tape/Side
1/2
Time
07:15
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These Textile Workers Generally Shared What Work Was Available
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Tape/Side
1/2
Time
08:25
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It Took Six Months for Cook to Find This Job : The agency where he worked was temporary, under the auspices of the city government, with the payroll coming from the federal government.
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Tape/Side
1/2
Time
09:40
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Cook Learned the Conditions of the Textile Industry from This Job and from His Membership in the North Philadelphia Socialist Party : Members of the Party were almost all in the labor movement, including Emil Rieve. The Party was very active. Cook became a socialist in Germany where most of his friends had been socialists and trade unionists.
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Tape/Side
1/2
Time
11:30
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Anecdote about Organizing Philco : The Socialist Party, the Communist Party, and the AFL regional office were all trying to organize Philco; yet when Philco did organize, no one had contacts in the departments that walked out; it was a more or less spontaneous demonstration by the workers. When police interfered with the Philco picket line, 2,000 hosiery workers came to bolster the pickets.
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Tape/Side
1/2
Time
13:50
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Cook Was Fired from His Job in 1933 for Allegedly Inspiring His Co-Workers to Organize : His office knew he was organizing on his own time, but the charge was unwarranted.
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Tape/Side
1/2
Time
14:40
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Digression into John Edelman and the Hosiery Workers Housing Complex : Story of how the Hosiery Workers got a check for $1.25 million from the government before they had even purchased any land or done any extensive planning.
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Tape/Side
1/2
Time
16:50
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Transferred to Harry Hopkins Transient Bureau : John Edelman convinced Cook's boss that it would damage her liberal image if word got out that she fired Cook for organizing. So, she saw to it that he was able to transfer to the Transient Bureau. Ironically, Cook, at the time, had “a sort of contempt for the white-collar group” and was only interested in organizing blue-collar workers. Worked at Transient Bureau from October 1933 to January 1937.
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Tape/Side
1/2
Time
19:10
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Purpose and Description of the Transient Bureau : Large building put up transients on a night-to-night basis. Purpose was to help these people return to their original homes. Also included work programs for alcoholics. Cook became a supervisor after six months.
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Tape/Side
1/2
Time
25:15
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Cook's Interest Was in Organizing, and He Continued Work with Both Textile and Socialist Party Groups
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Tape/Side
1/2
Time
26:10
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Organizing the Yellow Cab Company : 1100 drivers were pulled out on strike the day of the University of Pennsylvania Thanksgiving Day football game. Cook worked with the welfare committee, which was able to get all but about 25 on welfare; and that made the strike successful. There was much violence during the strike. The company imported goons who were easy to spot by their straw hats. Most scabs lasted on the job only two or three days because the job was so hazardous.
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Tape/Side
2/1
Time
00:00
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Introduction
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Tape/Side
2/1
Time
00:30
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More on Organizing Yellow Cab : Worked some with the strike committee but mostly with the welfare committee.
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Tape/Side
2/1
Time
00:60
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Between 1932 and 1934 the Textile and Socialist Party Groups with Whom Cook Worked on Organizing Did Not Encourage Affiliation with the AFL : They favored industrial organization. They would steer shops into the United Textile Workers (UTW), which was an industrial organization, but they tried to keep other local industrial unions independent. The Philco union joined the AFL when the AFL offered strike leader James Carey a job. Kept the Yellow Cab union independent until the CIO came along.
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Tape/Side
2/1
Time
04:15
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How Cook Got Involved in TWOC : Cook's wife, Alice, was working as secretary to Amalgamated Clothing Workers (ACW) Philadelphia Joint Board Manager Charles Weinstein. So Cook knew in 1936 that the ACW was going to try to organize the textile industry, that Weinstein was going to be in charge of organizing the American Viscose chain, and that Weinstein would hire him if he wanted the job.
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Tape/Side
2/1
Time
06:55
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Background of Lewis' Organizing of U.S. Steel
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Tape/Side
2/1
Time
09:10
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Sidney Hillman Hoped to Employ the Same Approach with the American Viscose Corporation : UTW had done some organizing in all (five) Viscose plants during the 1934 strike. Lewistown (Pennsylvania) and Nitro (West Virginia) plants maintained organizations; Marcus Hook (Pennsylvania) plant's organization had been wiped out.
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Tape/Side
2/1
Time
10:15
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Description of the Technical Operations of the Viscose Industry and Their Impact on Strikes : Sensitive to prolonged strikes because pipes must be emptied to prevent solidification. In 1934 strike at Marcus Hook the company simply shut down after six months and it took another six months to get everything ready for production again after the strike ended. Hence, the plant was closed for over a year, and the local union did not survive.
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Tape/Side
2/1
Time
12:45
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Because Weinstein Sat on the Regional NLRB with the President of American Viscose, Who Had a Liberal Reputation, It Was Decided to Make American Viscose an Early Target of the Drive to Organize Textiles
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Tape/Side
2/1
Time
14:00
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Cook Decided to Wait for a Job in Textiles Rather Than Going to Work for the Steel Workers Organizing Committee in Its Drive to Organize Little Steel
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Tape/Side
2/1
Time
15:50
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Cook Hired by TWOC in March 1937 : Hired by Jacob Potofsky whom Hillman had given the job of setting up TWOC. George Baldanzi assigned him to work in Meadville, Pennsylvania.
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Tape/Side
2/1
Time
17:25
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Reasons for Choosing to Work with Textiles Rather Than Steel : Had no use for David McDonald. Knew more about textiles and the people involved with it, including Weinstein and Rieve.
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Tape/Side
2/1
Time
18:35
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Responsibilities of Rieve and Sol Barkin within TWOC : Cook claims larger role for Rieve than he probably actually had.
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Tape/Side
2/1
Time
21:35
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Cook the Sixth Person Placed on TWOC Payroll
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Tape/Side
2/1
Time
22:30
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Reba Gilpin Canzano
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Tape/Side
2/1
Time
23:25
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UTW, Through Baldanzi, Had Done Some Organizing in All Viscose Plants : They all had organizing committees. At Meadville a voluntary committee had secured 800 signed cards out of 1400 employees before Cook even arrived.
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Tape/Side
2/1
Time
26:30
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First Contract with Viscose : American Viscose President Frank Griffin did not consult with his subordinates, the plant managers, when working out the contract. The plant managers' reaction to the contract was to attempt to sabotage the Union.
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Tape/Side
2/1
Time
28:30
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There Were 25 Company-Paid Spies in the Viscose Plants - 5 Per Local Union : They were easily spotted by their regular attendance at union meetings.
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Tape/Side
2/1
Time
29:10
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Company Spy in Meadville Became President of the Local : Cook fed him stories.
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Tape/Side
2/1
Time
29:35
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Weinstein Dropped Out after the First Year Because It Was Too Time Consuming and Because Griffin Could Not Get Cooperation from His People
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Tape/Side
2/2
Time
00:00
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Introduction
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Tape/Side
2/2
Time
00:30
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More on Viscose Managers' Attempts to Break the Union
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Tape/Side
2/2
Time
01:10
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Anecdote Regarding Cook's Move to Meadville : The plant manager was holding meetings with his spies at the same hotel Cook was staying in. The manager was thus forced to move his meetings to a town 25 miles away.
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Tape/Side
2/2
Time
01:55
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Herb Payne Took Over after Weinstein Left as Coordinator of the Viscose Campaign : Cook was transferred to the Marcus Hook plant, where there was some difficulty with organizing because the employees were older; Meadville employees were younger and much easier to organize.
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Tape/Side
2/2
Time
03:50
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Cook Became Payne's Unofficial Deputy on All American Viscose Matters
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Tape/Side
2/2
Time
04:45
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Frank Griffin Hired an Industrial Relations Manager, Fred Kraft : Kraft was recommended by Hillman. Kraft was experienced, able, and knowledgeable; he understood how unions could perform a useful function.
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Tape/Side
2/2
Time
07:00
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In 1938 a New Comprehensive Contract Was Worked Out : It took Kraft, Payne, and Cook six months to negotiate. Plant managers were again very unhappy and a counterproposal, without a checkoff and with a weakened grievance procedure, was submitted, which the Union negotiators rejected. Griffin, Kraft, Payne, and Cook then met and examined both proposals line by line. With some language changes most provisions were reinstated and it was approved by the Local. From then on there was a real solid organization in American Viscose.
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Tape/Side
2/2
Time
11:40
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Because This Contract Had a Good Arbitration Clause, the Managers Were Not Able to Sabotage It : The Union pursued over 100 cases to arbitration the first year and won most of them. Kraft convinced Griffin that the company's position was being weakened by pursuing so many losing cases. As a result, there were so few arbitration cases the next year that the arbitrator asked to go on retainer.
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Tape/Side
2/2
Time
13:55
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Leadership of the Celanese Corporation the Opposite of Viscose's Griffin and Kraft : Celanese top management listened to its plant managers and fought the Union.
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Tape/Side
2/2
Time
17:15
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1948 Celanese Strike at Rome, Georgia : Plant organized during the war when management was more cooperative because of the War Labor Board (WLB). When organized, Cook warned the workers they would have to strike sooner or later because of the attitude of Celanese management. Company tried to force the cotton settlement on this plant, rather than accepting the more lucrative synthetics settlement. The strike was long, but less than 200 of the 2100 employees scabbed. Rieve stepped in and made a settlement with top management. From then on the company respected the Union and cooperated with it.
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Tape/Side
2/2
Time
21:25
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Dyeing Industry Easiest Branch of Textiles to Organize : Industry more concentrated, workers more willing to organize, and good indigenous leadership sprang up.
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Tape/Side
2/2
Time
22:45
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Synthetics Easier to Organize Than Most Other Branches : Younger workers with less loyalty to the company. High wages.
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Tape/Side
2/2
Time
23:55
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DuPont : Used to have policy of paying the highest wages in the community. This, plus the fact that they gave their company unions considerable authority, effectively kept unions out of DuPont plants. TWUA was able to take over the company union at DuPont's Old Hickory, Tennessee, plant when the company union got annoyed with management. At Buffalo, New York, TWUA got the maintenance workers - the highest-paid workers in the plant - but could not get the production workers, because they were still paid higher wages than any other production workers in the area.
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Tape/Side
2/2
Time
26:45
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Effects of 1937 Recession on Synthetic Plants : They were not as badly affected as cotton because of the increasing demand for synthetic products as compared to cotton. Some synthetic plants did lay off employees.
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Tape/Side
2/2
Time
27:30
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Marcus Hook Plant During the Recession : It was the oldest synthetic plant in America (built in 1910) and therefore had the oldest machinery. The company was barely breaking even during good times and was able to keep operating only because of experimental fibers. They proposed to the Union a ten percent wage cut in exchange for a guarantee that the plant would stay open for at least one more year. The Union rejected this.
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Tape/Side
3/1
Time
00:00
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Introduction
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Tape/Side
3/1
Time
00:50
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More on Marcus Hook Viscose Plant and the First Pension in Synthetics : Proposal made in 1939. In addition to the wage cut, management also proposed to lay off all workers 65 years of age and older, offering them a small pension, the first pension ever proposed in synthetic industry. The Union countered that an investment should be made to modernize the plant; management ultimately agreed to this. The plant remained open for another 30 years. A follow-up study of the retirees showed those without any outside interests were nearly all sick or dead within two years, while those with outside interests seemed to grow younger.
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Tape/Side
3/1
Time
06:35
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Beginning of TWUA : TWOC should not have ended so soon because many people began to be more concerned with their own internal position in the Union than with organizing.
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Tape/Side
3/1
Time
08:25
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The South and TWUA Politics : While never enough organized to be dominant, the Southern staff was often used by others as the weight which would decide national office elections or staff appointments. TWUA constitution always gave undue weight to small locals.
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Tape/Side
3/1
Time
10:20
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1939 Convention and the Possibility of Full Organization of the Textile Industry : Odds were against TWUA success in the South, but in favor of organizing success in most of the synthetic industry, with the possible exception of DuPont. Cook had little confidence that the Southern staff could overcome its past losing experiences.
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Tape/Side
3/1
Time
14:20
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Southern Staff : Middle-level staff and organizers all came out of losing experiences. State directors brought in from the North with successful organizing experiences made a difference, but only with the smaller textile companies.
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Tape/Side
3/1
Time
16:10
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The Basic Problem in Trying to Organize the South Was Lack of Community Support
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Tape/Side
3/1
Time
18:15
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Cook Unofficially Became Payne's Assistant in the Synthetic Division in 1939 : After World War II began, Cook handled all WLB cases for the Synthetic Division. He also handled various southern synthetic organizing campaigns, although responsibility for organizing always rested with the State and Regional Directors. Payne became more involved with cotton WLB problems.
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Tape/Side
3/1
Time
21:20
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TWUA Constitution Did Not Overly Concentrate Power in the International Office : TWUA structure compared to United Auto Workers (UAW) structure. There was local autonomy particularly in the Dyers Federation and the Synthetic Division. The Synthetic Division was different from the rest of the industry and small enough to be cohesive.
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Tape/Side
3/1
Time
25:20
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Checkoff in the Synthetic Industry : When World War II ended, every organized synthetic plant had a checkoff, with almost 100 percent dues-paying membership.
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Tape/Side
3/2
Time
00:00
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Introduction
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Tape/Side
3/2
Time
00:30
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Wartime Government Intervention into the Economy Was of Major Importance to TWUA : 1937 recession had not affected Dyers and Synthetic as it had other divisions; it had a severe impact on cotton, wool, etc. Lend-Lease and U.S. preparedness in general helped these divisions recover. War gave some anti-union employers an excuse to compromise. It was patriotic to help unions since they were helping the war effort. With the more resistant anti-union employers, there was the recourse of the WLB. The checkoff got firmly established in industrial plants during WLB days.
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Tape/Side
3/2
Time
05:15
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TWUA Would Not Have Achieved the Size and Influence It Did by the Late 1940s Were It Not for the War : Cook estimates TWUA membership peak would have been only about half as high if there had not been a war.
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Tape/Side
3/2
Time
06:20
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Synthetic Industry Did Not Undergo a Marked Change Technologically During the War : Changes were ongoing. Employment remained stable between 1937 and 1960, but production quadrupled. In other divisions, however, employment declined.
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Tape/Side
3/2
Time
08:55
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Fringe Benefits Became an Issue During the War Due to Ceilings on Wage Increases : Employers were also interested in getting fringe benefits to keep turnover in the plants to a minimum.
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Tape/Side
3/2
Time
12:00
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Textiles Got Wage Increases During the War Other Unions Could Not Get : Rieve was influential in affecting WLB policy. Hosiery Workers were one of the earliest unions to collaborate with government agencies, and Rieve put this experience to work for TWUA. Furthermore, textile employers, especially in cotton, were eager to get wage increases approved so as not to lose workers to the higher-paying, heavy industries.
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Tape/Side
3/2
Time
14:45
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It Was Not as Easy for Unorganized Mills to Pick Up Fringe Benefits During the War : Because of the tripartite makeup of the WLB, it was easier to get a request through the Board if it was sponsored jointly by union and management.
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Tape/Side
3/2
Time
15:50
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Cook Favored More Money for Organizing
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Tape/Side
3/2
Time
16:35
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There Were a Few Communists in Local 1874, Cumberland, Maryland, But Most Were Just Sympathizers and Not Actual Members of the Party : George Meyer, president of Local 1874 for many years, became a Communist Party organizer in Baltimore after he left the mill. The Communist caucus was estimated to have 15-35 members, who were active in the Union - shop stewards, department chairmen. Most of these, however, were probably not Party members.
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Tape/Side
3/2
Time
19:20
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Ethnic Background Was a Key Factor in the Lower Percentage of Communists in TWUA Than in Other Unions : Most textile workers had no natural source of contact with the idea of Communism because of concentration in the South where there were few recent immigrants.
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Tape/Side
3/2
Time
23:30
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Communism and the United Electrical Workers : James Carey needed skilled leaders to pull off the split from the AFL and the only ones available were Communists.
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Tape/Side
3/2
Time
26:10
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UTW Had Anarchists in the Early Days : These anarchists, drawn from various ethnic groups, had become more Americanized by the time of the CIO.
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Tape/Side
4/1
Time
00:00
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Introduction
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Tape/Side
4/1
Time
00:30
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Rieve and Baldanzi Were Very Much in Favor of Ridding the CIO of Communists in the Late 1940s : Both came out of the Socialist movement, which was anti-Communist. The labor movement would not be able to grow, particularly in the South, if it was in any way associated with Communism. Neither man objected to working with Communists at the local level of the Union as long as they followed TWUA policy, but having the labor movement identified with the public's image of Communism would be very detrimental. John L. Lewis accepted Communists when setting up the CIO in order to maximize the number of unions and skilled leaders who would join the CIO. Lewis did not ostracize his political opponents if they were competent people who could help the Movement.
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Tape/Side
4/1
Time
07:00
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It Would Not Have Been Possible to Begin a Labor Party in the United States in the Late 1940s : If it had been possible, Cook would have supported it. The first time he ever voted for a Democrat, rather than for a Socialist, was Roosevelt's fourth election.
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Tape/Side
4/1
Time
08:40
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The Impact of Taft-Hartley on TWUA : The Union's difficulties were influenced more by both government indifference and an unwillingness to act on existing legislation than by Taft-Hartley itself - both, however, were a sign of the times. Taft-Hartley was as useful as propaganda for the Union as it was a hindrance.
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Tape/Side
4/1
Time
10:50
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Although Rieve Had Pretty Good Standing within the Labor Movement, TWUA, as an Organization, Was Considered a Poor Relative
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Tape/Side
4/1
Time
12:15
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Why TWUA Was Losing Big NLRB Elections and Winning Small Ones by Late 1940s : Big plants were harder to organize; they were owned by corporations with money to hire experienced people to fight the Union, and cotton textile usually provided Union benefits in non-union plants. The only effective organization weapon was collective bargaining - the right to argue with the boss - and the larger the plant the more difficult it was to use this argument to swing a majority vote.
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Tape/Side
4/1
Time
14:25
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In the Late 1940s Few People in the Union Felt That the Southern Textile Industry Would Be Organized in the Next Ten Years : There was no possible way TWUA could finance an organizing drive in the South on its own, and the rest of the labor movement was unwilling to commit the necessary cash and manpower.
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Tape/Side
4/1
Time
17:10
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Cook's Experiences as a Member of the Marshall Plan Team, 1948-1952 : Cook was selected to work for the Marshall Plan partly as a result of his having studied in Europe and his knowledge of the European labor movement. He was assigned to Austria, where he became the contact with the labor unions and the Socialist Party, working on economic rehabilitation. Except for France, most Marshall Plan countries had a more thoroughly organized labor force than the United States. Socialists and the labor movement in Austria agreed with the goals and plans of the Marshall Plan, though they did not realize this until Cook arrived and provided liaison.
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Tape/Side
4/2
Time
00:00
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Introduction
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Tape/Side
4/2
Time
00:35
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When Payne Became Ill in the Fall of 1951, Cook Was Asked to Return to Take Over As Director of the Synthetic Division : Rieve polled business agents and others in the division and Cook was the unanimous choice to replace Payne. Cook became Director in February.
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Tape/Side
4/2
Time
03:10
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Causes of the Rieve-Baldanzi Split : People associated with Baldanzi were organizers rather than administrative types, and they urged him to be more aggressive in representing the organizing standpoint within the Union. Rieve, and those associated with him, represented the administrative aspect of the Union's work. The New England faction felt Mariano Bishop would be a more competent Executive Vice President than Baldanzi. Rieve's and Baldanzi's personalities were not compatible.
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Tape/Side
4/2
Time
08:25
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Cook Was a Personal Friend of Baldanzi; But When He Returned from Europe, He Saw No Alternative But to Support Rieve
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Tape/Side
4/2
Time
09:35
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There Was Evidence of Strain within the Union Even Before Cook Left for Europe in 1948 : Payne was strongly anti-Baldanzi early on.
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Tape/Side
4/2
Time
10:20
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Baldanzi's Role in the Union : He kept the Dyers in TWOC in 1939 when some UTW locals returned to the AFL and was very active in organizing Synthetics. The role of Executive Vice President was not well defined in the constitution. Cook does not understand why the Union began with three general officers instead of just two.
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Tape/Side
4/2
Time
12:55
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Most Synthetic Local Officers Supported Cook's Position During the Internal Fight
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Tape/Side
4/2
Time
13:55
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Organizing the South Was an Issue in the Split : New England felt too much money was being put into the southern organizing drive, and the southern staff felt the funding was too limited.
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Tape/Side
4/2
Time
15:35
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Baldanzi's Running for President at the 1952 Convention Was the Only Way to Settle the Situation : Cook feels the bolt to the UTW was not conceived until after the convention.
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Tape/Side
4/2
Time
16:50
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Synthetic Division Supported Rieve : A majority of the delegates from Cumberland supported Baldanzi, but there was no question of their seceding from the Union. All other synthetic locals were pretty solidly for Rieve.
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Tape/Side
4/2
Time
17:35
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Bishop's Death and William Pollock's Succession to the Executive Vice Presidency : Rieve's unwillingness to make a decision concerning Pollock's succession as Executive Vice President was caused by the shock of Bishop's death. Rieve wanted to retire and felt very comfortable leaving the Union to Bishop, but uncomfortable leaving it to Pollock. Bishop would have been very competent as Rieve's successor; he had good administrative ability and a good personality.
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Tape/Side
4/2
Time
22:55
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There Was No Way Baldanzi Could Have Remained in TWUA after the 1952 Convention
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Tape/Side
4/2
Time
23:25
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Neither Baldanzi nor His Supporters Had Much Hope of Remaking UTW : Baldanzi was pretty much content to have a relatively small, trouble-free organization.
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Tape/Side
4/2
Time
24:50
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Baldanzi Would Have Been Happy Just to Maintain the Position He Held within TWUA Before the Split : He was as much a victim of the situation as a cause. There was no guarantee that Baldanzi would have succeeded Rieve, even if there had been no fight.
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Tape/Side
4/2
Time
26:10
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After the 1952 Convention Some Baldanzi Supporters Chose to Leave TWUA, Others Stayed, and Some Were Forced to Leave : No one in synthetics was forced to leave. Many staff people voluntarily left because they no longer felt comfortable.
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