Organizing at Jimmy Johns
This is the third part of a series of concrete examples (Part I – Part II) and very brief summaries of organizations that have some component of direct action and a form of collective bargaining that operate outside the labour relations framework. The following examples are from the IWWs organising efforts in food service. This includes fast food as well as grocery stores in a lot of the examples the IWW actually engaged in innovative organising that broke ground in more high profile campaigns like the well known “Fight for Fifteen” campaigns around raising the minimum wage in the USA.
This week we bring you a second piece from a Starbucks worker about a firing, following Work to Rule. Part of struggle is not only the lessons and strategies, but also the experiences and the real life costs that occur when we start to take action. This submission succinctly takes us though one woman’s experience that ended too soon.
I think back to the last I worked at Starbucks on 80th and York, and recall what a beautiful day it was outside, that day was a nice break from the harsh winter we had this past year. As I walked into the store that day, I just couldn’t shake the feeling that something was not right. However I still clocked in for my shift at 2:15 pm to close the store with one of new supervisors, put on the “happy barista persona” required of me, and went on the floor to work. About 15 minutes after I had clocked in I watched my supervisor Margret waltz in (15 minutes late and out of dress code) with her sister (another Starbucks partner) in tow, she had the most confused look on her face at the site of me. She said to me “Lyssa are you closing?” I looked at her with an even more confused face and responded to her. “Yeah I am. Why?” To which she replied, “So why did Jennifer have me bring my sister in to close?”
This week’s piece comes to us from a Starbucks worker and member of the IWW. She describes what happened when an incompetent bosses crossed the line, and the workers came together to assert themselves. The author describes the tactic of working-to-rule, or following all of managements often incoherent rules that inevitably slows work to a crawl without disobeying any directives. Key to this experience was not only the grievances or tactics which are worth discussing in their own right, but also the perception of power and inspiration that the workers expressed. This is a common theme in worker organizing and often passed over when it remains at the center of the hearts and minds of people standing up against perceived injustices.